2. OBJECTIVES
• Create awareness of the concepts of Project
Management and its importance
• Understand the various tools available to a
Project Manager to perform his duties
effectively
• Highlight the areas of the application of these
concepts during the execution of projects
3. Importance of Project Management
• Getting things done in the correct manner
• Planned and prioritized work distribution and
accomplishment
• Identification of key process bottlenecks and
suggested preventive actions
• Project management process improvement
• Improved risk management
• Standardized reports, templates, processes
and lexicon
4. What is a Project ?
Has a defined objective
Has a deadline
Requires integration of
knowledge and experience
from various organizations
When task(s),
5. How Temporary?
Has a definite beginning and end, not an on-going effort
Ceases when objectives have been attained
Team is disbanded upon project completion
Unique?
The product or service is different in some way from other
product or services
Product characteristics are progressively elaborated
What is a Project ?
6. Project Characteristics
Goal (measurable/verifiable) Oriented
Finite duration with a beginning and end
Uniqueness to a great extent and related uncertainties
Coordinated undertaking of interrelated activities
Performing the activities involve resources
Resources cost money
7. How are Projects different from Operations?
– Create own charter,
organization,
– and goals
– Catalyst for change
– Unique product or
service
– Heterogeneous teams
– Start and end date
Semi-permanent
charter, organization,
and goals
Maintains status quo
Standard product or
service
Homogeneous teams
Ongoing
Projects Operations
8. Poor communication
Insufficient resource planning
Unrealistic schedules & poor duration estimation
Poor project requirements
Lack of stakeholder buy-in & no accountability
Undefined project success / closure criteria
Unrealistic budgets
No risk planning
Lack of change control process
Lack of executive support
Resource attrition
Lack of synchronization
Project Failure
9. Executive management support
User involvement (optimum)
Realistic expectations
Clear statement of requirements
Proper documentation
Public exposure
Competitive & Budgetary pressure
Project Success
10. Project Life Cycle
• Each phase is marked by one or more tangible verification
work product referred to as deliverable
• The conclusion of a project phase is generally marked by a
review
• The phase reviews are often called phase exits, stage gates,
or kill points
PROJECT
PHASE 1 PHASE 2 PHASE 3… PHASE ‘n’
12. Life Cycle of Project (Time)
High
Low Cost to make change
Opportunity to add Value
Characteristics of a Life Cycle
13. Balancing SCOPE, COST and
TIME within the frame work of
QUALITY*
* meeting customer requirements
Harold Kerzner
Risk and customer satisfaction are also
factors that often gets included in the
perspective.
Triple Constraint Theorem
14. The application of knowledge, skills, tools, and techniques
to project activities in order to meet or exceed
stakeholder needs and expectations
Project Management
15. • Project Manager
• Customer/User
• Performing Organization
• Project Team Members
• Project Management Team
• Sponsors
• Influencers
Key Stakeholders : Generic
• Project Manager
• Customer / User
• Project Team Members
• Functional Departments
• Sales, BSG, Finance
• Business Partners
• Subsidiaries & Sister Concerns
• Vendors and Suppliers
Key Stakeholders : X Firm
Project Stakeholders
Individuals and organizations Involved in or affected by the
project outcome
16. Program – Consists of a group of projects supporting
broad, general goals and managed in a coordinated way
Project Portfolio Management
Collection of projects or programs and other work that are
grouped together to facilitate effective management of
that work to meet strategic business objectives
Subprojects – Components of a project that are often
contracted out
Project Management Office (PMO)
A PMO sometimes also referred as Program Management
Office is an organization to centralize and coordinate the
management of projects under its domain
Project Management Concept
17. Shared and coordinated resources
Identification and development of project management
methodology, best practices, and standards
Clearinghouse and management for project policies,
procedures, templates, and other shared documentation
Central office for operation and management of project
tools
Central coordination of communication management
across projects
Coordination of overall project quality standards
Project Management Office Support
20. Project Initiation
Conduct Project Selection Methods
Define Scope
Document Project Risks, Assumptions, and
Constraints
Identify and Perform Stakeholder Analysis
Develop Project Charter
Obtain Project Charter Approval
21. Responsibilities
• Define goals, objective, milestones
• Determine requirements
• Determine ground rules and assumptions
• Identify time, cost and performance constraints
• Determine operating procedures, administrative policies
• Identify reporting requirements
Project Charter – Project Managers
22. Goals vs. Objective
Goals are broad Objectives are narrow
Goals are general intentions Objectives are precise
Goals are intangible Objectives are tangible
Goals are abstract Objectives are concrete
Goals can't be validated as is Objectives can be validated
24. Expectations
Stakeholder
Shareholder
Employee
What is my role and the job/task specifications in this project?
What learning opportunity/new skill will I get from this project?
Organization
When can I get the product out?
What is the quantum of work involved?
How many people would this project need (skill level)?
What would be their utilization/availability on this project?
How much would the cost/ investment for resources be?
When can I get the product?
What are the features that exists (that I want eliminated now)?
What are the additional feature desired?
How much I would have to pay?
Customer
What is the company doing to minimize overheads & maximize profits?
What are the efforts and direction for new avenues of business this year?
How does this company compare with and stay ahead of competition?
Managing Stakeholder Expectations
27. • Plan Project Team Organization
• Create RAM
• Identify Project Risks and develop Risk Reponses
• Develop Project Management Plan
• Baseline the Project Management Plan
• Setting up Change Control Mechanism
Key Tasks
31. 4 Commandments for Good Project Scope
Written
Well defined
Clearly understood
Achievable
32. 1. Highest level: refers to the entire project
2. Second level: breaks the project into its major
sub- projects/phases
3. Third level:
Identify the deliverables for each subproject/phase
Identify the activities and tasks that are required to produce
each deliverables
Lowest level breakup called work packages can be
scheduled, cost estimated, monitored and controlled
Identifies track able units of work which are assigned to
individual members of the project team
Create Work Breakdown Structure
34. Schedule Management
Create the Activity List
State the Activity Relationships
State the Resource Requirements
Estimate the Activity Duration
Create Project Schedule
35. Prepare Network Diagram
Project schedule network diagrams are schematic displays
of the project’s schedule activities and the logical
relationships among them, also referred to as
dependencies.
40. Customer Relations
Develop Communication
Ensure Timely Participation
Include the Customer on the
Project Team
Develop Trust and Confidence
41. Team Requirements
•Skills needed ?
•Individuals identified ?
•When are they needed ?
•Where are they ?
•Training needed ?
•Interpersonal compatibility ?
43. Risk Response Plan
Avoid
Mitigate
Transfer
Accept
with contingency
without contingency
Share
Enhance
Exploit
44. Project Management Plan
Project scope management plan
Schedule management plan
Staffing management plan
Communication management plan
Risk management plan
Procurement management plan
Milestone list
Resource calendar
Schedule baseline
Cost baseline
Risk register
46. Project Execution process requires
the project manager and the
project team to perform multiple
actions to execute the project
management plan to accomplish
the work defined in the project
scope statement.
Project Execution
47. Expend effort and spend funds to accomplish the project objectives
Staff, train, and manage the project team members assigned to the
project
Obtain quotations, bids, offers, or proposals as appropriate
Select sellers by choosing from among potential sellers
Obtain, manage, and use resources including materials, tools,
equipment, and facilities
Implement the planned methods and standards
Project Execution -
Major Activities
48. • Create, control, verify, and validate project deliverables
• Manage sellers
• Adapt approved changes into the project’s scope, plans, and
environment
• Establish and manage project communication channels, both
external and internal to the project team
• Collect project data and report cost, schedule, technical and quality
progress, and status information to facilitate forecasting
• Collect and document lessons learned, and implement approved
process improvement activities
Project Execution -
Major Activities (Cont)
50. The Monitor and Control Project Work process is
performed to monitor project processes
associated with initiating, planning, executing,
and closing.
Project Controlling
51. • Data Collection & Status Reporting
• Project Monitoring & Tracking
• Earned Value Analysis
• Variance Analysis
Project Controlling
52. Provides clear indication of progress
Keeps everyone informed
Encourages the addressing of
problems
Provides credible completion
estimates
Benefits of Tracking the Project
53. Basic Elements of Control System
A project plan: Scope, schedule, estimates
A monitoring system which measures performance against
plan
A reporting system which identifies deviations from the plan
A system which communicates deviations to the right people
Corrective actions
Forecasting the project outcome
54. Elements of Schedule Control
Establish the baseline (estimate)
Measure variation from baseline
Take corrective action
55. 4 Key Questions to be asked
Did the task start?
If yes, on what date?
What date will the task finish?
If finished, on what date did it
finish?
Schedule Tracking
57. The Close Project process involves
performing the project closure portion of
the project management plan
Project Closure
58. Obtain Client Acceptance
Shut down project operations
Create Project Closure Document
Learn from the project experience – Lessons
Learned
Release resources
Handover to the Support / Operations Team
Project Closure – Major Activities
59. A close out review should highlight both what
went right and what went wrong
Both are essential for continuous
improvement
Exploit the successes and identify the
elements which contributed to the success
Avoid the problems in the future and identify
processes that need to be defined,
redefined and improved
Key Learning's can be valuable for the next
project
Perform a Closeout Review
60. Less overall project cost
Timely project completion
Effective use of resources
Improved risk management
Identification of key process bottlenecks
and suggested preventive actions
Higher quality of the final product
Standardized reports, templates,
processes and lexicon
Project Management - Getting Things
Done