Week 1
GSOE9820 Engineering Project Management
Term 2 2023
Dr Imrana I Kabir
Introductions
GSOE9820
Convener:
Imrana Kabir
Fire engineering research 2019 Winner of ARC Training Centre for Fire Safety
Project Manager : Refurbishment of
Pyrmont Bridge
ACADEMIA:
Ph.D.Materials Sci. and Eng., UNSW Sydney
- Photocatalytic ceramics
B.E. (Hons)/Commerce, UNSW Sydney
Materials and Mechanical/Finance
Professional project management degree, USA
INDUSTRY: (> 7 years experience)
Project Engineer , Garlock Sealing Technology, (Sydney/New York/Quebec)
Project Manager, Sydney Harbour Foreshore Authority
Pyrmont Bridge Rectification
Research:
- flame-retardant, green and recyclable, materials.
Head Demo – Yingbo Sun
• Class 2 Division 1 Honors Bachelor Degree in ME
• Current AI Postgraduate Student
• 4 terms demo experience
• 2 terms admin experience
• Industrial experience in Lavender Harvester
Improvement Project
• Yingbo Sun (Head Demonstrator)
• Cindy Li
• Tong Ju (IT Sponsor)
• Anish Anbalagan
• Archana Govindarajulu
• Daria Schumm
• Bernard Hayes (Wind Farm Sponsor)
• Ramya Jumar
• Junhan Jiang
• Dylan Sanusi-Goh (Transport Sponsor)
• Anita Cheah
Demonstrators
Bernard Hayes – 38 year career as an engineering executive in major global infrastructure
and engineering organisations in the power industry
Ibrahim Dani – Worked in multiple roles in Optus and Macquarie Bank in Sydney and in
Abu Dhabi Investment Authority in the UAE, among other organisations in Sydney and
overseas.
Guest lecturers
What is a Project?
PMBOK Guide (6th Ed) Part 1, Sec. 1.2.1.
'A project is a temporary endeavor undertaken to create a unique
product, service or result'
• Software Development
• Systems Engineering
• Aerospace, Defence
• Nuclear Engineering
• Civil Engineering,
Construction
• Demolition
• Media, Film, Advertising
• New Business Systems And
Processes
• Events
• Research And Development
• Company Restructuring
• Change Management
The project economy
Project as driver of change
• Organisations that do not change (i.e. “that is always
how we’ve done it”) are sinking.
• Change is an essential business asset and is only
realized through projects.
• Innovation and change through projects is disrupting
industries and elevating businesses to new heights!
Yet: managing change is one of
the most challenging aspects of
being PM!
PMI Pulse of the Profession Report 2020 Link
The Project lifecycle
Starting the
project
Organizing &
Preparing
Carrying out
the work
Ending
the
Project
PMBOK Guide (6th Ed) Part 2, Sec. 1.5 – 1.9
(Figure 1-5)
Initiation
Weeks 1-2 in this course
• Defining a new project or phase of a project
• Translate organisational strategy to project
deliverables
• Defining the project’s scope
• Developing the project objectives
• Identifying stakeholders
• Aligning scope with stakeholders expectations
• Appointing a PM
• Developing the Project Charter
• Authorizing the project
• Committing resources
PMBOK Guide (6th Ed) Part 2, Sec. 2.
Deciding what you are going to do, showing why this is
beneficial, and seeking authorization to get started
Planning
Weeks 2-6 in this course (most of the course)
• Carefully define the project’s objectives
• Solicit all requirements
• Gather information
• Formulate project scope
• Select project management methods
• Analyse uncertainly, risk and opportunity
• Analyse options and make decisions
• Make decisions about how to proceed
• Integrate and justify project plans
• Plan work, resources and communications
• Develop the Project Management Plan
PMBOK Guide (6th Ed) Part 2, Sec. 3.
Deciding how you are going to achieve the objectives
and designing the project that will do this for you.
Executing
(less important in this course)
• Directing project work
• Completing work
• Coordinating resources
• Managing stakeholders
• Integrating activities
• Conduct Procurements
• Manage and develop the team
PMBOK Guide (6th Ed) Part 2, Sec. 4.
Managing people and work, directly using up resources
to create the product.
Monitoring & Controlling
Weeks 7-8 in this course
• Evaluate progress
• Control change
• Report progress
• Analyse performance
• Validate scope
• Control schedule, cost quality
• Monitor risks
• Control procurements
• Monitor stakeholder engagement
PMBOK Guide (6th Ed) Part 2, Sec. 5.
Monitoring, Evaluating and correcting project
activities.
Closing
(week 9 in this course)
• Interpret success
• Identify lessons learned
• Manage and record project knowledge
• Measure stakeholder satisfaction
• Finalise costs
• Formally close out project activities
• Give recognition for achievements
PMBOK Guide (6th Ed) Part 1, Sec. 4.7.
Finalizing project activities, but also evaluating success
and celebrating achievements
What is the PMBOK Guide?
PMBOK Guide (6th Ed) Part 1, Sec. 1.1.
‘PMBOK’ stands for the ‘Project Management Body of Knowledge’.
The textbook for this course is the ‘Guide to the PMBOK’
‘This PMBOK Guide identifies a subset of the project management body of
knowledge that is generally recognized* as good practice**.’
*Applicable to most projects most of the time.
**General agreement that application of these methods can
enhance the chances of success.
PMBOK Vocabulary
• Methodology. A system of practices, techniques, procedures, and rules used by those who work
in a discipline
• Technique. A defined systematic procedure employed by a human resource to perform an
activity to produce a product or result or deliver a service, and that may employ one or
more tools.
• Tool. Something tangible, such as a template or software program, used in
performing an activity to produce a product or result.
PMBOK Guide (6th Ed) Part 1, Sec. 1.1
PMBOK Guide (6th Ed), Glossary. PMBOK Guide (6th Ed), Appendix X6 ‘Tools &
Techniques
Because there is often overlap in the meaning between a Tool and a Technique,
in this course, I have used ‘Methods’ to mean the same as ‘Tools & Techniques’
in The PMBOK Guide.
Example of a Technique
• Earned Value Analysis (EVA) is a technique for
comparing the expected progress of a project
against the actual progress.
• Plotting the Planned Value (PV) of project work
against time periods
• comparing this to a plot of Actual Cost (AC) of
project work over the same time periods, allows
identification of variance against the plan.
• As a Technique, EVA includes several Tools,
including charting, variance analysis and
forecasting, often implemented in a software
Tool like Microsoft Project.
PMBOK Guide (6th Ed), Sec. 7.4.2.2
Lukas, J. A. (2012). How to make earned value work on your project. Paper presented
at PMI® Global Congress 2012—North America, Vancouver, British Columbia, Canada.
Newtown Square, PA: Project Management Institute.
Example of a Tool
• Multicriteria Decision Analysis is a tool to assist decision-making.
• Criteria are prioritized and weighted before being applied to all available alternatives to
calculate a numerical score for each one. The alternatives are then ranked by their score.
PMBOK Guide (6th Ed), Sec. 8.1.2.4
Ch. 6 “Chapter 6 Multi-criteria decision analysis” in “Multi-
criteria analysis: a manual” 2009 Department for
Communities and Local Government: London
Letting the preference score for option i on criterion j be represented
by sij and the weight for each criterion by wj , then n criteria the overall
score for each option, Si , is given by:
Example of a Methodology
• Different project management Methodologies.
• Some larger organisations document their own methodology and make standard
procedures so it is applied to all the projects conducted inside the organisation.
• Example: - R&D engineer at Alstom A.G. (a large engineering company) used a
methodology for all the corporate research projects; - nuclear engineer at ANSTO (a
government agency) had a methodology that had to be applied to all the nuclear
engineering projects.
• It was very long and had most of The PMBOK Guide inside…
• How about for GSOE9820? Let’s make our own methodology called Coursework
Project Plan for Postgraduate Engineers (C3PE) Methodology
PMBOK Guide (6th Ed), Part 1, Sec. 1.2.5
subsidiary plans
plan
Resource plan
C3PE Methodology
1.Stakeholders
1. Project
objectives
1.Requirement
s & constraints
2.Project
benefits
2.Scope
statement
3, 9. WBS
3, 9. Work
packages
4, 10.Duration
4, 10.Cost
5, 11. Network
diagram
6.Risk register
7.Risk
responses
8.Communicatio
n plan
PMBOK Guide (6th Ed) Part 2, Sec. 1.9 Table 1-1
subsidiary plans
plan
Resource plan
C3PE and PMBOK Knowledge Areas
Stakeholders
Project
Deliverables
Requirements
& constraints
Project
benefits
Scope
statement
WBS Work packages
Duration
Cost
Network
diagram
Risk register Risk responses
Communication
plan
PMBOK Guide (6th Ed) Part 2, Sec. 1.9 Table 1-1
Risk (Part 1, Sec 11)
Scope (Part 1, Sec. 5)
Schedule (Part 1, Sec. 6)
Cost (Part 1, Sec. 7)
Stakeholders
(Part 1, Sec. 13)
Communications
(Part 1, Sec. 10)
Resources
(Part 1, Sec.9)
The C3PE Methodology as a list
Project charter
Scope Statement
Stakeholder analysis
High level requirements
Constraints
Budget authorization
Scope
Deliverables
Scope statement
WBS
Work packages
Cost
Cost estimates
Resource estimates
Time
Duration estimates
Dependencies
Project schedule
Resource planning
Risk
Risk register
Contingency plans
Resource plan
Communication plan
Quality plan
Project Baseline
GO!!
Start Here
Keep Going
The need to iterate:
Contingency,
Quality, and Communic
ation plans must
all become part of
Scope, and therefore
cost and schedule also.
Some other
methodologies
Biafore, B. “Course Project Management Foundations: Small Projects accessed
16/02/2021, LinkedIn Learning accessed through UNSW
Gaekwad, K. “Agile Methodologies: Scrum and Kanban” in course “DevOps Foundations:
Lean and Agile” accessed 16/02/2021, LinkedIn Learning accessed through UNSW
Agile Practice Guide, Annex A3. Overview of
Agile and Lean Frameworks
Course Learning Outcomes
• Translate from organisational strategy into project deliverables
• Formulate project scope
• Select and apply project management methods
• Integrate and justify project plans
• Evaluate progress and interpret success in projects
Course
overview T2
2023:
Topics Assignment hand-ins
Week 1 Intro/Scope
Week 2 Developing Scope from
Requirements
Week 3 Agile and High Performing Teams PMP Purpose, Scope, WBS
(Individual)
Week 4 Project in Organisations
Project Charter
Week 5 Estimating and budget
Scheduling
Risk management
Revision quiz (TBL)
Week 6 PMP Integration (Online)
Week 7 Project Controls PMP (Group)
Week 8 Project Controls (Online) Case Study (TBL)
Week 9 Project success and interview
preparation
Week 10 Revision (Online) Practice Exam (TBL)
Interviews (Individual)
Project 1 on IT, UNSW Sydney Project 2 on Wind Farm, UNSW Sydney Project 3 on Transport, Transport for NSW
Develop a software platform to help
UNSW students and alumni connect
for alumni to alumni mentorship,
mentor recommendation, and
career development
Plan a windfarm to commercially
supplement UNSW’s renewable
energy supply and provide UNSW
students and researchers with wind
energy research opportunities
Develop a smart transport network
with smart sensors, AI based
intelligent system and new data
sources to help Transport for NSW
gain deeper insights into how their
customers interact and occupy Metro
platforms over time
Example Project - UNSW Parking App
Students and staff are coming back to uni. However, difficulty
finding parking lots or not being aware of the parking cost
causes inconvenience for students and staff.
Plan a project that provides a parking system where users can
pay online, check for vacancies and costs based on the
different roles of the users, and register or buy a parking
permit online.
The project should demonstrate alignment with the UNSW
2025 Strategy, and offer significant improvement over current
system.
The scope of this project include stakeholder engagement
and feedback during this process, any further work required to
commission and operate it, and consideration of how to
facilitate its integration with other existing platforms.
Duration: 1 year
Budget: $250,000
Scope: optimize
UNSW Strategic Priorities
• Academic Excellence
• Research quality
• Educational excellence
• Student experience
• Innovation and Engagement
• Entrepreneurship
• Partnerships
• Knowledge exchange
• Social Impact
• Equity, diversity and inclusion
• Thought leadership
• Sustainable development
See the 2025 Strategy document
Teamwork
• Set shared goals.
• Make a plan
• Agree on tools
• Encourage innovation
• Allow different roles
• Picture success (include a part for everyone)
How we facilitate teamwork
• Pick a project, and self-enrolment tool on Moodle (group allocations)
• Assignment Task 1 is individual
• Meet your team week 2
• Weekly check-in with your demonstrator, with planned activities
• Assignment Task 2 is group based, incorporating your individual work
• Staged assignment with opportunities to refine your work
• Lot’s of peer review and feedback opportunities.
Your assignment support network
Each assignment project was
created by a Sponsor for that
project (also think of them as
a client)
The sponsor has the help of
an experienced PM Mentor
from external industry
Student teams are assigned
to Demonstrators and maybe
project Sponsor
Convening
Imrana
Project
sponsor
Sponsor’s
mentor
DemoDemo
Demo
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Workshop
Group Enrolment:
➢ Enroll yourself in a group on Moodle before week 2
➢ Groups with fewer than 6 students might be reorganized
Workshop:
➢ Starts week 2, ends week 9.
➢ Completely online via Teams.
➢ Each group will be assigned to a demonstrator.
➢ Assigned demonstrator will contact you to schedule a time for
weekly workshop early week 2
How to enroll in a group - Moodle
Microsoft Teams
Workshops and Assignment
Microsoft Teams
Course Content