ENGG 684

Introduction to Project
Management

Estacio Pereira, PhD

Assistant Professor (Teaching) in Project Management
Department of Civil Engineering – Schulich School of Engineering
Weekly reminders
- Team Contract Template available on D2L.

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 What do I have to do this week?

Review lecture content Finding group members

Review lecture content

Review lecture Leganto

Thursday – Lecture 2
What is a project

Tuesday - Lecture 1 –
Course Outline and
schedule
Course
Schedule

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Agenda
• Introduction to Project Management
• Definitions
• Project Management - what is it?
• Project development phase
• Case Study

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Introduction to Project
Management
Lecture 2

Estacio Pereira, PhD

Assistant Professor (Teaching) in Project Management
Department of Civil Engineering
Definitions

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This Photo by Unknown Author is licensed under CC BY

What is a project?

• A project is any undertaking, carried out individually or

collaboratively and possibly involving research or design,
that is carefully planned to achieve a particular aim.
https://en.wikipedia.org/wiki/Project

“A temporary endeavor undertaken to create a unique project

service or result.” Projects are temporary and close down on
the completion of the work they were chartered to deliver”
PMBOK® Guide—Fourth edition (PMI, 2008a, p. 434)

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 It is UNIQUE!!!!

Main A specific, finite task to be accomplished

Characteristics Can be of a long or short

term duration
Can be large or small task

Do not mix project with process!

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Projects can vary in size
and scope
• Expand existing or build a new Hospital
• Refinery expansions
• Renovation and space modification
• Oil sands development
• Planning a party or wedding
• Organizing the Olympic games
• Developing a new software program
• Building a new gas pipeline
• Company mergers

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 Project Attributes
• Goal oriented and has an end product
• Non-repetitive, significant unique or novel features
• Creates change
• Results can be product or service
• Capable of sub-division into smaller tasks
• Achieve quality and safety/health parameters
• Usually require a unique management solution
• Can represent a source of conflict within an organization
• Affected by risk and uncertainty from external events
• Identifiable stakeholders
• Limited resources and budget
• Unique, one-time set of events
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Principles
• Foundational guidelines for strategy, decision making, and
problem solving
• How we should approach a project
• Not prescriptive – Agile, PMBOK, SCRUM, FEL
• No specific order
• They are interconnected
• Based on 4 values:
• Responsibility
• Respect
• Fairness
• Honesty

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Principles of Project Management

Systems
Value Complexity Team
Thinking

Leadership Risk Stakeholders Tailoring

Adaptability
Stewardship Quality Change
and resiliency

(PMBOK – 7th Edition)

 “a Project is a multifaceted entity that exists in
dynamic circumstances. Exhibiting the
characteristics of a system.

A Project should
A system is a set of interacting and
be seen as a interdependent components that function as a

System! unified whole

System Thinking – Recognize and evaluate, and

respond to the dynamic circumstances within
and surrounding the project in a holistic way to
positively affect project performance

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PMBOK, 7th ed
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A System Value for Delivery

1 2 3 4
Create deliverables Produce Outcome Create benefits Create values –
(gains realized by something of
the organization) worth, importance,
usefulness

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 Create positive Social or
Create new product or
environmental
service
contributions

Projects
should Improving Efficiency,
productivity,
effectiveness, or
Enabling the changes
needed to facilitate

produce responsiveness
organizational transition

VALUE Sustaining benefits

enabled by previous
programs, projects, or
business operations

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Performance
Domains
• Group of related activities
that are critical for the
delivery of project outcomes
• They can be used with
different delivery
approaches
• Not processes
• They are interactive,
interdependent, and
interrelated

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Difference Domains x
Principles

• Principles guide behavior within the

Project Performance Domains of the
seventh edition of the PMBOK®
Guide. Performance domains describe
the collection of activities or functions
that influence project performance.
They provide guidance for decision
making with a focus on enabling desired
project outcomes.

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Principles of Project Management

Development
Stakeholder Team Approach and Planning
life Cycle

Project Work Delivery Measurement Uncertainty

(PMBOK – 7th Edition)

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• (PMBOK – 7th Edition)

Project Principles and • Ricardo Vargas Video
Domains
What is Project Management?

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Project Management
• Project management is a method and/or set of
techniques based on the accepted principles of
management used for planning, estimating and
controlling work activities to reach a desired
result on time, within budget, and according to
the project specifications.

• Project management is the art of converting

vision into reality.

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This Photo by Unknown Author is licensed under CC BY-SA-NC
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Project Scope
Definition
Project Scope is the work required to output a
project’s deliverable.
Source: https://www.pmi.org/learning/featured-topics/scope

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Equilibrium
and the
Project Scope
Triangle

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 Scope Creep
• Unauthorized changes to the project scope
• Changing the project scope without adjusting the schedule,
budget, and resources
• Happens when the project is not clearly defined,
documented, or controlled
• Can be caused by:
o Initial requirements being poorly defined
o Weak project manager or project sponsor
o Poor communication
o Having an inexperienced team
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This Photo by Unknown Author is licensed under CC BY-SA-NC
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Project
Phases
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Project Phases ENGG 684

IMPLEMENTATION

State the Problem Identify Project Recruit Project Schedule Control Obtain Client
Activities Manager Acceptance
Identify Project Cost Control &
Estimate Time & Cost Recruit Project Commission & Start-
Goal Productivity Reporting
Team up
Risks & Stakeholder
List Objectives Organize Project Project Deliverables
Impact
Manage Risk
Identify Resources Develop Schedule, Assign Work Document the
Packages Manage Change & Project
Cost Estimate, RACI
Identify Risks
Construction Change Orders Issue Close-out
Finalize Opportunity
Identify Reports
Statement Status Reports
Stakeholders Build & Sustain Project & Business
Write Project Team Team Reports Performance Review
Success Criteria Execution Plan

Project Charter Execution Plan Guiding principles, Variance Reports Final Audit Reports
WBS & Schedule Health Checks, Risk Register Status Reports
Cost Estimate Issue Resolution Mechanism Risk & Change Register
Characteristics
of a Project
Life Cycle

Typical Cost and Staffing Levels Across the Life Cycle of a Project

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Characteristics
of a Project
Life Cycle

Impact of Variables Based on Project Time

 The case is the Transmountain Pipeline

• Transmountain pipeline

West Coast
Alberta
• 1150 km
• Capacity: 250,000 barrels

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The case is the Transmountain Pipeline

• Timeline
• 2012
• Kinder Morgan Company announced the expansion of the Transmountain
Pipeline
• Expand capacity to 890.000 barrels per day
• 2016
• New regulations by the federal government – First Nations - Spill
• 2017
• The National Energy Board (NEB) recommends approval of the pipeline, subject
to 157 conditions, concluding that it is in the public interest.
• Kinder Morgan makes its final investment decision to proceed with the
development, now estimated to cost $7.4 billion

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The case is the Transmountain Pipeline

• Timeline
• 2017
• The B.C. NDP and Greens agreed to form a coalition to form a minority
government. The two coalition partners agree to "immediately employ
every tool available" to stop the project.
• The City of Burnaby filled an appeal against the project.
• NEB allows Kinder Morgan Canada to bypass Burnaby bylaws.
• 2018
• B.C. government moves to restrict any increase in diluted bitumen
shipments until it conducts more spill response studies, a move that
increases the uncertainty for Trans Mountain.
• Kinder Morgan Canada suspends non-essential spending on the Trans
Mountain expansion project and sets a May 31 deadline to reach
agreements with stakeholders.
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The case is the Transmountain Pipeline
• Timeline
• 2018
• The Canadian federal government announced its intent to acquire the
Trans Mountain Pipeline from Kinder Morgan for $4.5 billion.
• 2022
• Actual Cost: $21.4 Billion

Source:
https://www.transmountain.com/history
https://www.cbc.ca/news/canada/calgary/timeline-key-dates-
history-trans-mountain-pipeline-1.4849370
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The case is the Transmountain Pipeline

Source:
https://www.transmountain.com/history
https://www.cbc.ca/news/canada/calgary/timeline-key-dates-
history-trans-mountain-pipeline-1.4849370
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The case is the Transmountain Pipeline
• Based on these figures, what were the flaws in the Transmountain
Pipeline project?

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Key notes
• It is unique and no one has ever done it
before – Good luck!
• It is influenced by internal and external
factors
• Principles are so important as Project Domain
• It is important to define the phases of the
project to understand when it is time to
review it or kill it.

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PROJECT CHARTER ADDITIONAL MATERIAL AND

QUIZ D2L

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