International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

Project Management: Key Concepts and Basic

Fundamentals
1
Dr. Khaled Muhammad Ali Muhammad, 2Dr.Fahmy A. Zaher, 3Eng. Anton Adel Daoud
1
Lecturer at Civil Engineering Department, Pyramids Higher Institute for Engineering and Technology, Cairo, Egypt
2
Assistant Professor at Structural Engineering Department, Faculty of Engineering, Tanta University, Egypt, and Pyramids Higher
Institute for Engineering and Technology, Cairo, Egypt
3
Student at Civil Engineering Department, Pyramids Higher Institute for Engineering and Technology, Cairo, Egypt

Abstract - Managing projects can be difficult, especially improve operational efficiency. Internally funded projects can
when facing project management with little training or contribute significantly to the profit margin [2].
guidance beforehand. In addition to the actual work of
project management, such as sorting out the terminology, Project management is a specialized career that has its
tools, and methodologies can be discomforting. The basic own concepts, skills, and tools. Good project management is
primary challenge of project management is to achieve all based on understanding basic project management [2,3].
of the project goals and objectives while honoring the pre-
2. HISTORY
defined constraints which are scope, time, quality, and
budget. The secondary and most critical challenge is to Since the beginning of the 1990s writers have introduced
optimize the allocation of necessary inputs and integrate terms such as “modern project management”, “management
them to meet pre-defined objectives. And that will be by projects”, projects (project management) culture” and
discussed in this paper along with highlighting the “beyond the Gantt chart” to distinguish contemporary and
importance of Project teams that play a critical part in the future forms of project management (PM) from traditional and
successful management of projects. past forms. Such terms, in part, propose the existence of a
discipline, referred to in the remainder of this paper as
Keywords: Project management, risk management, scheduling
“emergent PM” that is characterized by Fangel [4] as being
network, project plan, agile projects, project teams.
“broader in its application, concepts and methods than
1. INTRODUCTION traditional PM”.

Companies and organizations are very likely to face an The common thread joining these terms together is a
obstacle every now and then that needs a change. Like taking belief that the theory and practices of PM have fundamentally
in a new project, introducing a new service or product, using a changed over the past decade. The chief concern of writers
different system or materials, upgrading an existing work who describe these changes in the discipline is the need to
process, moving to a new site, extending their branches, and ensure that PM remains a useful management tool for
so. All these changes require adjustments in order to meet an practitioners in today's business environments [4]. Writers
organization's operational or strategic objectives. And projects suggest that to stay relevant and useful the academic discipline
are used to achieve these objectives [1]. of PM must be updated to reflect changes in practice. For
example, in reporting on a study of the effectiveness of
And projects are the instruments, by which this can be planned and emergent PM styles of leadership, Lewis et al.[6]
accomplished, for an organization or a company to reach its conclude that in the “tough, dynamic and demanding” world
strategic goals [1]. of new product development projects, traditional models
proposing an either/or style of PM are no longer appropriate.
Based on the nature of the business, organizations create Likewise, in outlining the inadequacies of traditional forms of
and execute projects (internally and/or externally funded). PM in today's global markets, which are characterized as
Efficiency in project management is how the amount of real being “saturated, hyper‐competitive and fast‐moving”, Maylor
profit is increased in organizations that perform externally [5] states that a new set of normative models of PM practice
funded projects for a fee (of sorts) on behalf of external and performance are needed in place of the traditional models.
clients. When the organization's principal line of business is
service, manufacturing, or research, the projects are most At the same time, as project-scheduling models were
likely internally funded, and the project teams' tasks are to being developed, technology for project cost estimating, cost
management and engineering economics was evolving, with

© 2022-2017 IRJIET All Rights Reserved www.irjiet.com 43

 International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

pioneering work by Hans Lang and others. In 1956, the 5. SPECIFICATIONS OF THE PROJECT
American Association of Cost Engineers (now AACE
International; the Association for the Advancement of Cost There are five important characteristics of a project:
Engineering) was formed by early practitioners of project
i. It should always have specific start and end dates.
management and the associated specialties of planning and
ii. They are performed and completed by a group of people.
scheduling, cost estimating, and cost/schedule control (project
iii. The output is the delivery ofa unique product or service.
control). AACE continued its pioneering work and in 2006
iv. They are temporary in nature.
released the first integrated process for portfolio, program and
v. It is progressively elaborated.
project management (total cost management framework) [5,6].
"Temporary" does not apply to the project deliverable, though
3. WHAT IS THE DEFINITION OF A PROJECT?
[11,12].
A project is defined as a short-term undertaking to
6. PROJECT MANAGEMENT
generate a unique product, service, or outcome. According to
Project Management Institute, a project is “a temporary Identifying needs, setting clear and attainable targets,
endeavour undertaken to create a unique product, service, or balancing competing demands of quality, scope, money, and
result.” Temporary means that a project has a clear beginning time, and adapting specifications, plans, and strategy to satisfy
and end [7]. the expectations of all key stakeholders, including the client
and end-user, are all part of project management. Some
A project is a novel time-bound effort that entails
describe project management as the art and science of
numerous linked and/or interdependent tasks in order to
efficiently and successfully combining experience, knowledge,
generate a unique product or service with added value.
skills, tools, and strategies to meet stakeholder expectations.
Because it is a new initiative, we often lack complete
knowledge and experience in planning and executing the Organizations are managing multiple projects at the same
intended project. New projects are characterized by unknown time, according to current project trends.
circumstances that are invariably present in different projects,
delaying the development of formal scope and requirements to Long-term project management success necessitates the
later phases of project planning. Any project requires the use use of proven and established project management methods
of resources such as materials, tools, equipment, and human and processes, as well as the replication of numerous
resources to be completed. Considering these extra aspects of successful projects [8,9].
a project and broadening the scope of a project, a project is a
sophisticated, non-routine, one-time endeavour that is Project management tools are becoming more complex
constrained by time, budget, resources, and performance and useful. Identifying needs and defining clear and attainable
standards to meet customer needs and deliver value to all key objectives are all parts of project management.
stakeholders [8,9].
 Balancing the needs of time, money, scope, and quality
4. WHAT ARE THE DIFFERENCES BETWEEN A  Meeting all stakeholders' expectations
PROJECT AND A PROCESS?
As a result, project management is a strategy for
It's important to know the difference between a project achieving project goals. Internal projects must be completed
and a process. A process is repeatable that has well-defined within organizational structure and resource constraints.
procedures and outcomes. Whether it's a product or a service, Political, social, legal, and environmental constraints may
a process will provide the same result. By definition, a project, need to be considered for external initiatives.
on the other hand, is unique and new.
A project requires the continuous engagement of
As a result, the project's outcome will always be new, numerous functions. Integration, coordination, and
original, and unique. Project management processes and responsibility are obviously more important. These integration
project deliverable-oriented processes, on the other hand, both and management functions will be aided by project
are used to carry out the project [10]. management tools and techniques. Uncertainties and
unknowns cause requirements to alter more often, and the
Projects are always designed to meet organizational project manager must meet these demands while still meeting
objectives and/or strategic needs, such as market demand, the expectations of all project stakeholders [11,12].
customer requests, technological advancements, legal
requirements, social needs, crisis, etc. [10].

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

To summarize, Project management means exactly what the out, in detail, project expectations. Any concerns can be
two terms suggest. It is effectively working to coordinate and worked through at this stage before any tasks have been
manage individuals to work towards a common goal or started [13].
objective to complete a task. Project management requires that
one apply their personal knowledge, skills, tools, and 6.3 Execution
techniques towards activity to meet the requirements of a
The execution of the project is where tasks are assigned
project assigned. Project management involves planning,
and completed. This is the phase where you build the product
scheduling, and controlling all the combined activities in order
or deliver the services for the customer. In most projects, this
to ensure the successful completion of project objectives.
is the phase that lasts the longest and takes up most of the
Project management is broken into 5 basic phases. (Figure 1)
project team's energy. This phase is dependent on good
[13].
planning done in the previous two phases because the plans
previously developed are put into action [13].

6.4 Performance and Control

While a project is in execution, performance and control

ensure that the deliverables are produced as specified, at the
cost estimated, and on schedule. During this phase, project
managers compare 'what is' to 'what should be' and adjust the
plan if needed. If the project isn't monitored, the costs could
exceed profit and the company would not make money, the
schedule could get off track without anyone realizing it, or the
Figure 1: project management process phases
product could fail to meet agreed-upon criteria.
6.1 Conception and Initiation
In looking at this phase as it relates to your software
Project conception and initiation is where the project project, you realize that this is an important phase to both the
starts. This is where someone determines if the project can be customer and the company because it ensures the customer is
realistically completed and if the benefits of doing it make it happy with the results and the company makes a profit [13].
worth the effort to move forward with the project. The concept
and initiation phase are also where you determine what you 6.5 Closing
are going to do to meet an objective and how you are going to
Closing is the phase where the customer formally accepts
do it.
the project deliverables. By accepting the deliverables, the
For the software project, you realize this is already in the customer is saying that the product meets the criteria and
contract the customer signed, and you simply must understand expectations and that work on this project is over.
it [13].
Closing isn't just for the customer. The project team
6.2 Definition and Planning should learn from the project's successes and problems, taking
the time to document the lessons learned for future reference
The concept and initiation phase are very broad, leaving and that’s called Post Implementation Review [13].
many details unplanned. To further define it, the definition and
planning phase digs into project specifics. A project team 7. PROJECT LIFE CYCLE
defines the tasks, calculates a budget and schedule, determines
No matter what the specifics of the project, every project
what resources are necessary, and defines acceptance and
has a project life cycle. The project manager must successfully
testing criteria. All this information is put into a project plan,
understand and navigate through each phase of the project life
which is reviewed and approved by the customer. The
cycle to ensure successful project completion. There are four
definition and planning stage ensures everybody has the same
phases in every project life cycle. The first phase is the
expectations, preventing unexpected and often costly
concept phase. This is the phase where hard evidence such as
mistakes.
graphs, charts, statistics, and other hard data is analyzed to
For your software project, you realize that the definition help with successfully completing the process. The next phase
and planning phase is where project management will add true in the project life cycle is the planning phase. In this part of
value to the success of the contract because the overall the project life cycle, the project team along with the project
concept in the contract is refined into a working plan that lays manager decides how to best complete the project and

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

develops a plan for that completion. The following phase is stringent customer requirements, resulting in customer
the execution phase. This is the part of project management satisfaction [14].
where the plan for completion is carried out. The final phase
of the project life cycle is the closeout. In the closeout part of 9. PROJECT PERFORMANCE DRIVERS
the phase, the project comes to an end and the project team
Projects are new by definition and learning something
parts ways to complete other projects waiting in the wings
new is linked to a change in behavior. As a result, project
[13].
teams must be capable of working in groups, integrating,
8. WHY HAS PROJECT MANAGEMENT BECOME A learning, and cooperating. As a result, excellent
NECESSITY? communication is critical to the company's success. The larger
the project sizes get; the more difficult communication will be
8.1 Project management is quickly becoming a typical [14].
method of carrying out business strategies.
The following have been recognized as significant
The reasons for that: determinants of project performance and are also termed
success factors. It’s the responsibility of the project manager
 Knowledge economy. to:
 Increasing competition because of the free-market
mindset. 1. Knowledge of technology in relation to project products.
 Cost, time, and scope (quality) restrictions. 2. Understanding Management concepts.
 Client focus. 3. Interpersonal skills for clear communications that help
 Resource constraints. get things done.
4. Ability to see the project as an open system and
PM (project management) allows for more effective and understand the external-internal interactions.
efficient resource utilization. PM also allows senior 5. Define project processes and roles.
management to become aware of the organization's strengths 6. Generate trust.
and flaws. 7. Manage outcomes.
8. Convey objectives and outcomes to all stakeholders.
PM requires policy, practice, and procedure adjustments
in many businesses. It will influence the function of finance However, keep in mind that project success criteria
because project-based financial control systems are routinely fluctuate depending on the stakeholders. A project, for
implemented [14]. example, maybe regarded as successful by the client despite
time and expense overruns [14,15].
8.2 Strategic alignment: Organizations use projects to
achieve their strategic objectives and aims. 10. PROJECT SUCCESS AND PROJECT
MANAGEMENT SUCCESS
Accountancy, sciences, economics, finance, and
management are just a few of the academic areas that make up It's important to understand the difference between
project management. It integrates various disciplines using a project success and project management success. Project
systems approach. Because it is how business is done in the success is determined by accomplishing the overall project
current global economy, PM will continue to increase in objectives, whereas project management success is determined
relevance [14]. by keeping the project on track in terms of time, money, and
scope [14].
The business strategy plan and investment strategies
should guide project selection. Project success is a multi-dimensional construct that can
mean different things to different people. It is best expressed
As a result, each project must have a business goal that is
at the beginning of a project in terms of key and measurable
in line with the strategic plan; this will serve as the basis for
criteria upon which the relative success or failure of the
the project investment proposal.
project may be judged. For example, some generally used
Moreover, a project must serve a larger purpose than a set success criteria include:
of internally determined goals. To be effective, the project
 Meeting key project objectives such as the business
manager and teams must have a thorough understanding of
objectives of the sponsoring organization, owner, or user
their client’s vision and goal; this understanding will increase
the likelihood of delivering products and services that fulfill

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

 Eliciting satisfaction with the project management This preliminary scope statement document establishes
process, i.e., the deliverable is complete, up to standard, numerous product performance objectives, defines the first
is on time and within budget project organization, boundaries, assumptions, and limitations,
 Reflecting general acceptance and satisfaction with the and includes a high-level work breakdown structure (WBS)
project’s deliverable on the part of the project’s customer and cost estimates in order of magnitude [2,10].Figure 2
and most of the project’s community at some time in the shows an example of a deliverable-oriented WBS (work
future [14]. breakdown structure).

11. MANAGEMENT OF THE PROJECT’S SCOPE As the project continues through the planning phase, this
preliminary will be modified into a formal scope declaration.
The scope of the project must cover all the work that is WBS is the result of this refinement. It serves as the
needed [8].Scope management is the process of defining and foundation for the scope management plan, which outlines
controlling the scope of a project. It takes precedence over all how objectives and deliverables will be managed, as well as
other aspects of project management knowledge. The scope how scope changes will be included in the project [17].
should specify what should and should not be planned,
budgeted, staffed, and performed for the project. The 12. WHAT IS EXACTLY THE WORK BREAKDOWN
boundaries separating omitted activities or resources from STRUCTURE (WBS)?
those that must be included for project execution are also
defined by the project scope [8].

The project's scope changes frequently throughout the

duration of the project as a result of the unknown
circumstances that are unpredictable.

All these changes will have an impact on the scope and

management of the project.

A clearly defined scope is critical for producing a project

plan, which serves as a foundation for controlling the project's
schedule, budget, and detailed work. Progress can’t be tracked
unless without having a clearly defined scope.

The project manager and an early-stage project team

Figure 2: WBS (work breakdown structure)
begin scope management by generating a preliminary scope
statement based on the project charter once the project has The work breakdown structure (WBS) is a tree structure
been started. The preliminary scope statement formalizes a that shows a subdivision of the activities required to achieve
contract between the project and its customer, quantifying an objective – for example a portfolio, program, project, and
project/product goals and defining precise deliverables [8]. contract. The WBS may be hardware-, product-, service-, or
process-oriented. Besides WBS for project scope
While the preliminary scope statement establishes goals management, there is an organizational breakdown structure
at a higher level of abstraction, these goals must be stated as (chart), cost breakdown structure and risk breakdown
precisely as feasible before clear timetables, budgets, and structure.
work plans can be produced during the project management
life cycle's planning phase [16]. A WBS can be developed by starting with the end
objective and successively subdividing it into manageable
At this stage, only historical data and expert opinion are components in terms of size, duration, and responsibility (e.g.,
available are used to generate a set of requirements that will systems, subsystems, components, tasks, sub-tasks, and work
guide project execution within the restrictions and packages), which include all steps necessary to achieve the
assumptions of the current project. This set of criteria serves objective [18].
as the foundation for scope definition, which breaks down the
project's primary deliverables into smaller, more manageable The work breakdown structure provides a common
chunks. It's critical to turn the client's objectives into framework for the natural development of the overall planning
specifications, which indicate finality and a clear definition of and control of a contract and is the basis for dividing work
project results with specified quality metrics and measures. into definable increments from which the statement of work

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

ISSN (online): 2581-3048

Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

can be developed and technical, schedule, cost, and labor hour foundation for the scope management plan, which outlines
reporting can be established. The work breakdown structure how objectives and deliverables will be managed, as well as
can be displayed in two forms, as a table with a subdivision of how scope changes will be included in the project [17].
tasks or as an organizational chart whose lowest nodes are
referred to as "work packages". 15. ESTIMATING COSTS

It is an essential element in assessing the quality of a We'll need the following information to estimate the cost
plan, and an initial element used during the planning of the of a work element:
project. For example, a WBS is used when the project is
 Required resources (people, equipment, tools, and
scheduled so that the use of work packages can be recorded
materials)
and tracked.
 Timeframe for use (time unit)
Similarly, to Work Breakdown Structure WBS, other  Time unit's cost rate
decomposition techniques and tools are Organization
The duration of materials absorbed for the completion of
Breakdown Structure OBS, Product Breakdown Structure
the work may not be relevant. The cost of each resource is
PBS, Cost Breakdown Structure CBS, Risk Breakdown
estimated by multiplying the number of resources by its
Structure RBS and Resource Breakdown Structure ResBS[18].
duration and the rate. You may estimate the activity cost by
13. MANAGEMENT OF EXPENDITURES adding all the resource costs together. To calculate the entire
projected project cost, we add all the project's activity costs
WBS lists all project activities that must be completed, together [17].
but it does not include time, resources, or cost estimates.
WBSs should be created at a higher level at first, and then During the project execution phase, these costs must be
expanded to include more specifications as the project's managed and controlled along with the timetable [2, 17].When
requirements change. The next step is to create the first two or all the elements of the WBS have been recognized with a fair
WBS, which lists all project tasks to be completed but does degree of certainty and the resource breakdown structure
not contain time, resource, or cost estimates. WBSs should be (RBS) has been specified with the appropriate degree of
created at a higher level at first, and then expanded to include certainty, the most accurate and trustworthy estimate for a
more specifications as the project's requirements change. The project can be created. This estimate is known as a bottom-up
first two or three levels of the WBS, which effectively estimate since it is produced from detailed information in the
comprise deliverables, will be developed as a future phase. WBS and RBS at the time of the estimate. The Resource
These higher-level work aspects are divided into four Breakdown Structure (RBS) is related to the Work Breakdown
categories The list of job packages is both comprehensive and Structure (WBS).
exhaustive [10].
By resources, we mean anything that will cost money to
The WBS is divided into three levels, each of which get and is required for the project's completion (labour,
contains deliverables. These higher-level concepts work is materials, equipment, etc.). The RBS hierarchy is based on the
divided down into smaller and smaller work packages so that WBS, and we can categorize resources into broad categories
you may focus on what you do best [2]. such as:

At any point in the project, you can have manageable  Individuals

tasks to complete. The list of job packages is both  Tools, machinery, and fees and licenses
comprehensive and exhaustive. These responsibilities should,  Materials and installed equipment
ideally, be completed in a timely manner be at or below level
RBS must be accurate and dependable to be valuable;
3 Remember that a solid WBS promotes a systematic planning
hence it must be updated on a regular basis. The following is
process, lowers the likelihood of critical project task aspects
an example of RBS (Figure 3) estimates that are detailed and
being overlooked, and divides the job into digestible sections,
reliable and require a lot of definitive information about the
making it easier to handle [2, 10].
project. Furthermore, the estimating work necessitates a
14. COST MANAGEMENT significant amount of time and effort. As a result, a balance
must be struck between the time spent estimating, the
As the project continues through the planning phase, this accuracy of the results, and the level of accuracy expected by
preliminary will be modified into a formal scope declaration. the stakeholders at the project's current stage. Various
WBS is the result of this refinement. It serves as the

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

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Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

methods and tactics for project cost estimation are recognized After all work packages' costs have been calculated,
by project management approaches. supplemental information documented, and cost accounts
assigned, the costs are rolled up to the highest level of the
WBS to establish the project cost. This is a method of
gradually adding up the work package estimates until they
reach higher levels of detail [17].

16. TIME MANAGEMENT

Time management is essential to ensure that the project is

completed on time, and it is divided into six components, five
of which occur during the planning phase of project lifecycles:

 Activity Defined: Identify and document actions that

result in WBS items
Figure 3: RBS example  Activity Resource Estimating: determine what and when
resources quantities are needed
Analogous estimating is a top-down strategy in which  Activity Duration Estimating: develop activity durations
managers make estimates based on expert judgment, data from from scope and resource information
previous projects, industry benchmarks, and published or own  Schedule Development: determine the start and finish
research sources. This method is usually less precise than dates for activities
bottom-up estimations, but it may be developed faster and for  Schedule Control: manage and control changes to the
less money [17]. schedule

To predict costs, parametric estimating uses mathematical The following are examples of scheduling tools in general:
models. Specialized computerized estimating tools may be
used as part of these strategies. Specific measures, such as cost  Flowcharts.
per line of code and building cost per square foot, may be  Bar (Gantt) Charts.
applicable to a specific industry sector.  Network Diagrams.
 Milestone Charts.
Bottom-up estimating is a process in which the cost and
schedule estimates are created by the people and other The network diagram, which shows the
resources assigned to the task. This technique gets the most interdependencies of all jobs and illustrates the project's
out of the performing team, and it works best when the team process, is the most important of these [17,20].
has the right subject matter expertise (domain-specific
knowledge) and enough experience to forecast duration 17. DIAGRAM OF A NETWORK
estimations properly. This method is the most accurate of all
Because of their emphasis on activity dependencies,
the estimates. Below is an example of a bottom-up estimate
network diagrams have become the de facto norm for
(Figure 4) [2, 17].
developing project schedules. They display entire projects, or
subprojects, as visual maps that depict tasks in the order in
which they must be completed. These diagrams can be created
in any of the following two ways:

 Activity-on-Arrow (AOA), also known as Activity-on-

Line (AOL) or
 Activity-on-Node (AON) also called Precedence
Diagram Method (PDM).

Due to the increased memory required to program the

fake activities, AOA diagramming is almost never found in
today's popular software products [17, 19].

Figure 4: Bottom-up estimate

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

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Volume 6, Issue 5, pp 43-55, May-2022
https://doi.org/10.47001/IRJIET/2022.605006

18. DIAGRAMMING OF ACTIVITY ON THE NODE all of your initial activities will be started, and all of your
(AON) hanging activities will be linked to the end node. Of course,
the duration of both the start and end nodes will be zero.
AON, or precedent diagramming, was developed
particularly to "do away" with the dummy activity. The arrow PERT (Program Evaluation Review Technique) focuses
represents "precedence" in this diagramming; it simply defines on meeting activity time estimates.
which action must be finished before the next can begin, with
the arrowhead signifying the flow direction through the Schedules with cost flexibility can only be drawn on an
network. In previous diagramming, the arrow does not reflect AOA diagram, and as a result, dummies are possible [17, 20-
completed work. 21].

Work is instead expressed on the network's node - in this 20. ACTIVITY DURATION ESTIMATING
case, the node is represented by a rectangle with the name of
1. Each activity has three different estimates: optimistic
the activity within it. Other data, such as early start, early
(O), pessimistic (P), and most likely (M) (M)
finish, late start, late finish, duration, cost, and so on, can be
2. PERT uses the following equation to compute an
inserted into the rectangle node. Precedent diagramming has
anticipated time:
become popular in the IT industry its predominant form of
network diagramming. (P + 4 M + O)
Accepted practices and rules 3. A Beta Distribution can be described using these
estimates. You're most likelyare you familiar with the
Network diagramming is a key scheduling tool for any
Normal Distribution (which looks like a bell and is used
programmer.
in statistics)?
Manager of the project: There are a few universally
Quality Management (Six Sigma). The form of a Beta
applicable rules, or recognized practices [17 -19].
Distribution differs from that of a Normal Distribution.
19. DIAGRAMS OF NETWORKS, HOW TO?
This distribution has a long tail, which differs from a
1. An arrow is a straight line, and the precedence arrows normal distribution in which the m is an equal distance
may have right angles. They have angles incorporated between the a and the b and represents the 50/50 mark of the
into them. All such bent arrows must be bent according distribution (50 percent of sample times falls to the left of m
to good technique. At right angles, and only at right and 50 percent of sample times falls to the right of m) [17, 20].
angles, so that we can plainly see what the problem is the
21. METHOD OF THE CRITICAL PATH (CPM)
bending was deliberate.
2. An arrow is always pointing in one direction, with the Although the term "critical path" is used in this
arrowhead indicating the direction. Each arrow must technique, it does not apply to the process of discovering the
have an arrowhead to show its direction. critical path. It is a method of estimating based on a single
3. The arrows commonly cross one other, but with good time estimate for each task.
practice, they may be avoided. Arrows will cross in front
of each other at right angles. The purpose of this is to  The critical path is the network diagram's longest path,
help us follow the arrows without getting side-tracked and there may be more than one critical path.
onto another arrow.  Allows you to detect potential "off-schedule" spots in the
4. Arrows in well-formatted network diagrams can be project as well as slack or "float time" that allows you to
drawn from left to right, up, or down on the paper. If postpone some tasks that are not vital [17, 20, 21].
there are no arrows, it's safe to assume that the actions
are carried out from left to right. 22. SIMULATION WITH MONTE CARLO

Every project has a single, and only one, starting point, as This method produces a project duration that is more
well as a single, and only one, finishing point. This is simple accurate than CPM or PERT. This method, which does not
in the AOA format, but it is a common practice in AON employ the PERT formula, uses computers to simulate the
networks that is frequently broken. In AON formats, this outcome of a project based on PERT estimates and the
mistake can be fixed by adding two more nodes, one named network diagram.
"start" and the other labeled "end." Then, from the start node,

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

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Simulation can give you the likelihood of finishing the  During the planning phase, when requirements and
project on a specific day, for a specific cost, the likelihood of specifications are developed, the quality of project
any work being on the critical path, and the overall project risk outcomes (deliverables or services) is determined.
[17].
During the project execution phase, we apply quality
The network diagram depicts the order in which assurance and control methods as we generate these project
workpieces must be completed for the project to be completed. deliverables. The project manager and the project team are
It's worth noting that the first stage of network diagramming largely responsible for this aspect of quality.
doesn't necessitate time or expense estimates. We just find the
most logical and technically feasible strategy to complete the  The organization's knowledge and maturity in managing
project and display it using the network format. You should projects have an impact on project management process
keep in mind that the logic of the initial network diagram is quality. The project manager and the project team, on the
driven solely by work-related restrictions; you should not other hand, are responsible for ensuring that quality
incorporate resource or time constraints at that moment (17). assurance is implemented properly.

You can assign resources to each activity and produce When planning quality, one of the most critical
first task time estimates once the network exhibiting a logical responsibilities a project manager must focus on is defining
flow of work items in the project is developed. The critical quality and how it will be monitored (i.e., what determines
path and slack periods are calculated using these estimates, Project Success?). Remember to incorporate both quantitative
which are then aggregated across the network these estimates (benchmark specifications, experiments, and financial/cost
are then aggregated across the network to calculate its critical metrics) and qualitative (subjective judgment) metrics while
path, and the slack times associated with each activity. constructing these measures.

These calculations use a forward pass to determine the Non-conformance or failure costs are included in the cost
earliest start and end times. Times for each activity, followed of quality, as are conformance costs (both preventive and
by a backward pass to establish the most recent start and finish appraisal) (both internal and external). Nonconformance
times. expenses are typically higher [16].

The activity's end times. Then there's the time Quality Assurance is the process of regularly evaluating
discrepancy between the first and last times. overall project performance to ensure that the project will
meet the applicable system of quality standards.
All activities with zero-length slack times represent the
project's crucial path(s) [18-20]. Quality Control is keeping track of individual project
outcomes to see if they meet certain quality criteria and
23. QUALITY MANAGEMENT figuring out how to fix any problems that arise. Quantitative
analysis is used for specific processes and project protocols
The practices required to guarantee that projects meet the during Quality Control.
needs for which they are undertaken are referred to as quality
management. These procedures should ensure that the project When processes deviate from predefined parameters,
adheres to the agreed-upon standards. During both project changes must be made quickly to bring the operations back
planning and implementation, quality management into compliance with project-defined quality requirements.
necessitates an accurate assessment of stakeholder needs and The following are examples of quality control tools:
requirements. It's crucial to remember that rather than being
inspected in, quality must be planned. Without proper quality  Process stability is determined by control charts.
control, projects run the danger of incurring additional  Cause and Effect Diagrams: Shows how different factors
expenditures while also jeopardizing project team morale and can lead to problems or effects.
client satisfaction.  Pareto diagrams: Shows the number of flaws by category
and cause.
Some quality management tools and techniques are used  Statistical sampling: This method reduces a study's
to project outputs (products and tangible deliverables) and population to a representative sample.
project management procedures in quality planning. This is a  Run Charts: Display the variation's history and pattern.
critical distinction to grasp [16].  Trend analysis: Determines the extent of non-
conformance over time.

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It is critical that you comprehend how these technologies

work. Most of these tools are not project-specific. They were
created and used in continuous manufacturing environments to
improve goods and processes [16].

24. RISK ASSESSMENT

Risk refers to being exposed to a scenario that is likely to

result in a negative outcome. A project risk is an unforeseen
event or set of circumstances that, if realized, has a positive or
negative impact on at least one of the project's goals. A risk
could result in either a loss or gain. If left handled or
neglected, the negative risk could obstruct the project's
effective completion, resulting in time and expense overruns, Figure 5: risk breakdown structure
as well as a reduction in the product or service's quality. A
project's risk is inherent because it is a new endeavor with The influence of risks on project objectives such as
unknowns and uncertainties. In general, taking a risk when financial targets, timely and successful completion of the
trying something new is unavoidable. project determines whether a formal or informal strategy to
planning and managing risks within a project is used. It is,
It's critical to distinguish between a risk and a problem. A nonetheless, important that we do recognize the risk
problem has been detected and is currently known, and it is a management method that has been defined. Taking a more
specific event. As a result, an instant remedy is required formal approach.
[15,16].
The PMBOK defines risk management as "the process of
A risk is an event that is likely to happen in the future. identifying, assessing, and managing risks."
Even if a risky event occurs, the consequences remain
unknown. A risk is an incident that is either known or 1. Make a risk management strategy.
unknown. Problems that have not yet occurred are referred to 2. Recognize dangers.
as risks. If a risk is not prepared for or managed properly, it 3. Conduct a qualitative risk assessment.
might become a problem. The occurrence and evaluation of 4. Conduct quantitative risk analysis.
project risk is a combination of an unplanned or unwelcome 5. Devise risk mitigation strategies, and
event, its likelihood of occurrence, and its influence on project 6. Maintain control.
execution. The basic parts of risk planning include identifying,
assessing, and responding [14, 15]. Hazards. The first five of these processes will be the
subject of this learning lesson [14,17].
25. RISK MANAGEMENT
Various approaches to Risk management entail:
Project risk management is unavoidable and critical to
project success. Throughout the course of a project, risk  Accept: take on the risk of potential harm.
management is the art and science of identifying, analyzing,  Mitigate: devise countermeasures.
and responding to risk factors in the best interests of project  Transfer: reassign the risk to another person.
objectives and metrics for project success. The goal of risk  Don't do it: choose a completely different strategy.
management is to take a systematic approach to address
The risk management strategy is a complicated process
project hazards. Risks can lead to project failure in terms of
that is influenced substantially by the organizational and
cost, scope, and project deliverables if they are not addressed
project environment, the performing organizations’ cultural
comprehensively and properly. The purpose of risk
and operational styles, as well as management and other
management is to maximize the positive outcomes of
project stakeholders' individual perspectives and risk
favorable events while minimizing the negative outcomes. The
tolerances. It's vital to understand management and
sources of a project's risk can be deduced from the risk
stakeholder risk tolerances: customers, sponsors, and senior
breakdown structure (Figure 5) [14, 15, 17].
management are all likely to have different ideas about what
constitutes acceptable risk.

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 International Research Journal of Innovations in Engineering and Technology (IRJIET)

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Each of the concerns should be addressed in a way that is means giving individuals the freedom (not the control) to do
appropriate to the individual project and its unique what they choose.
environment in the risk management plan [14, 15, 17].
What it is that they wish to do? This is not the same as
26. PROJECT TEAMS AND THEIR IMPORTANCE forcing people to do what you desire them to complete [16].

Projects are carried out in groups. Projects are typically On projects, empowerment makes sense. Most projects
handled by teams in a complicated work environment for two make use of a comprehensive approach necessitating the
reasons: first, each project is unique, and second, team participation of subject matter specialists from several
selection and motivation circumstances are frequently far from functional areas Each person brings to the project their own
ideal [22]. set of skills and experience.

Unfamiliarity is frequently defined as one of the qualities Team allowing members of the project team to make
of projects, in addition to distinctiveness and complexity, and decisions and define goals [17].
as a result, projects are frequently connected with change.
Hence effective project management necessitates strong Traditional or plan-driven project management takes a
leadership with vision and the flexibility to adapt to change transformational approach. It is founded on the following
[22]. principles: conducting the project as planned, utilizing the
execution, monitoring, and control strategy Measures are
Projects are one-of-a-kind and are frequently included in the proposal to keep track of progress and
accompanied by unknowns and uncertainties. It's acceptable to completion [22]. The traditional or plan-driven approach is
presume that in project management, the question isn't appropriate when the scope and deliverables can be explicitly
whether the plans will change, but when, what will change, defined. In this case, Uncertainties and unknowns may still
and how much will change. Change is the one thing that is exist, but they are unlikely to provide a challenge or derail the
constant throughout a project. When a project undergoes project's deliverable. If a project is complex and time-
substantial changes, as is frequently the case, the leadership sensitive, however, the classic or plan-driven project
role becomes even more important. Leadership efforts are management technique may be challenged. There have been
focused on persuading individuals to change, aligning them significant changes [22].
with a new direction, and motivating people to collaborate to
achieve project objectives in difficult and demanding work When a project's deliverables aren't fully understood, or
conditions [16]. when a project's deliverables aren't fully understood, when a
project is linked to rapid technical developments, or when a
Motivating the project team entails convincing team project is associated with fast-paced technological
members to complete duties not because they must, but advancements, how much, and by how much Change is the
because they see the importance of their contributions to the one thing that is constant throughout a project. When a project
project's overall success and want to do so. If people desire to undergoes substantial changes, as is frequently the case, the
do what we need them to do, their dedication will almost leadership role becomes even more important. Leadership
certainly be higher, and the job will almost certainly be efforts are focused on persuading individuals to change,
completed far more efficiently than if they are forced to do the aligning them with a new direction, and pushing people to
work [16]. collaborate to meet project objectives in difficult and
demanding work conditions [18,22].
Project managers must be aware of and supportive of
project team members' personal goals. The project manager's 27. CONCLUSION
leadership abilities are critical in encouraging and guiding the
project team to achieve project goals while growing as The key to matching project objectives to customer
professionals, in essence, project managers must ensure that satisfaction is the proper application and measurement of
both personal and project objectives are met, as well as that project management. If the fundamentals of project
the dispute is resolved. The distance between these two management are to be perfectly understood, applied, and
objectives is kept to a minimum [16]. encouraged, it will be a great success tool for any project. It
will prove and amplify the uniqueness of the chosen project.
The project manager's role is to persuade people to
perform what he or she requires. They should do it because
they want to, not because they are obligated to. Empowerment

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ISSN (online): 2581-3048

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Citation of this Article:

Dr. Khaled Muhammad Ali Muhammad, Dr.Fahmy A. Zaher, Eng. Anton Adel Daoud, “Project Management: Key Concepts
and Basic Fundamentals” Published in International Research Journal of Innovations in Engineering and Technology -
IRJIET, Volume 6, Issue 5, pp 43-55, May 2022. Article DOI https://doi.org/10.47001/IRJIET/2022.605006

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