1. Project
Management

2. Project Management
 Project management is the application
of knowledge, skills, tools and
techniques to a broad range of
activities in order to meet the
requirements of a particular project.

3. Seven Principles
 Continued business justification
 Learn from experience
 Defined roles and responsibilities
 Manage by stages
 Manage by exception
 Focus on products
 Tailor to suit the project environment

4. Seven Themes
 Business case
 Organization
 Quality
 Plans
 Risk
 Change
 Progress

5. Seven Processes
 Starting up a project
 Initiating a project
 Directing a project
 Controlling a stage
 Managing product delivery
 Managing a stage boundary
 Closing a project

6. Phases of project
management
 The process of directing and
controlling a project from start to finish
may be further divided into 5 basic
phases:
◦ Project conception and initiation
◦ Project definition and planning
◦ Project launch or execution
◦ Project performance and control
◦ Project close

7. 1. Project conception and
initiation
 An idea for a project will be carefully
examined to determine whether or not
it benefits the organization. During this
phase, a decision making team will
identify if the project can realistically
be completed.

8. 2. Project definition and planning
 A project plan, project charter and/or
project scope may be put in writing,
outlining the work to be performed.
During this phase, a team should
prioritize the project, calculate a
budget and schedule, and determine
what resources are needed.

9. 3. Project launch or execution
 Resources' tasks are distributed and
teams are informed of responsibilities.
This is a good time to bring up
important project related information.

10. 4. Project performance and
control
 Project managers will compare project
status and progress to the actual plan,
as resources perform the scheduled
work. During this phase, project
managers may need to adjust
schedules or do what is necessary to
keep the project on track.

11. 5. Project close
 After project tasks are completed and the
client has approved the outcome, an
evaluation is necessary to highlight
project success and/or learn from project
history.
 Projects and project management
processes vary from industry to industry;
however, these are more traditional
elements of a project. The overarching
goal is typically to offer a product,
change a process or to solve a problem
in order to benefit the organization.

12. Project management
knowledge draws on ten
areas:
 Integration
 Scope
 Time
 Cost
 Quality
 Procurement
 Human resources
 Communications
 Risk management
 Stakeholder management

13. ASPECTS OF A PROJECT
MANAGER
1. Agents for change
 They make project goals their own
and use their skills and expertise to
inspire a sense of shared purpose
within the project team. They enjoy
the organized adrenaline of new
challenges and the responsibility of
driving business results.

14. 2. Flexibility
 They work well under pressure and
are comfortable in dynamic
environments. They can shift readily
between the “big picture” and the
small but crucial details, knowing
when to concentrate on each.

15. People Skills
 They cultivate the people skills
needed to develop trust and
communication among all of a
project’s stakeholders including.
◦ Sponsors.
◦ Those who will make use of the project
results.
◦ Those who command the resources
required
◦ Project team members.

16. Technique
They have a broad and flexible toolkit of
techniques such as.
 Resolving complex, interdependent
activities into tasks and sub-tasks that
are documented, monitored and
controlled.
 They adapt their approach to the context
and constraints of each project, knowing
that no “one size” can fit all variety of
projects. They are always improving their
own and their teams skills through
lessons-learned reviews at project

17. Scope
 Project managers are found in every
kind of organization as:
◦ Employees.
◦ Contractors.
◦ Independent consultants.
 With experience they may become
program managers (responsible for
selection and alignment of projects
and programs with an organizations
strategy)

18. Summary
 Project managers are increasingly in
demand worldwide. For decades, as the
pace and technological change has
quickened, organizations have been
directing more & more of their energy
into projects rather than routine
operations.
 Today, senior executives & H.R
managers recognize project
management as a strategic competence
that is indispensable.