3. INTRODUCTION What is Project? A project is a temporary undertaken to create a unique product, service, or result. Temporary: Temporary mean the every project has a definite beginning and a definite end. Unique Products, Services, or Result: A project creates unique deliverables, which are products, Services, or results. PMBOK By Bhuphender, MSIT, Clark
4. INTRODUCTION What is Project Management? Project management is a methodical approach to planning and guiding project processes from start to finish. According to the Project Management Institute, the processes are guided through five stages: initiation, planning, executing, controlling, and closing. PMBOK By Bhuphender, MSIT, Clark
5. UNDERSTANDING THE PROJECT ENVIRONMENT Virtually all project are planned and implemented in a social, economic, and environmental context and have intended and unintended positive and negative impacts. Cultural and social environment: economic, demographic, education, ethical, ethnic, religious, etc. International and political environment: international, national, regional and local law, politics. Physical environment: ecology and physical geography. PMBOK By Bhuphender, MSIT, Clark
6. GNERAL MANAGEMENT KNOWLEDGE AND SKILL General management provides the foundation for building project management skill and is often essential for project manager. Interpersonal Skills: Effective Communication, Influencing the organization, leadership, motivation, negotiation and conflict management, problem Solving. PMBOK By Bhuphender, MSIT, Clark
7. PROJECT STAKE HOLDER Project Stakeholder are individual and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. PMBOK By Bhuphender, MSIT, Clark
8. THE PRODUCT LIFE CYCLE Project managers or the organization can divide project into phases to provide better management control with appropriate links to the ongoing operation of the performing organization. Collectively, these phase are known as the project life cycle. PMBOK By Bhuphender, MSIT, Clark
9. PROJECT MANAGEMENT PROCESS The Project Management Processes are presented as discrete element with well defined interfaces. PMBOK By Bhuphender, MSIT, Clark
10. The integrative nature of process groups is more complex than the basic plan-do-check-act cycle. However ,the enhanced cycle can be applied to the interrelationships within and among the process groups. PMBOK By Bhuphender, MSIT, Clark
13. PROJECT INTEGRATION MANAGEMENT The project integration management knowledge area includes processes that are required to ensure all the project's components are coordinated. Project Charter: A formal document issued by senior management which explains the purpose of the project including the business needs the project and the resulting product. It provides the project manager with the authority to apply organizational resources to project activities. PMBOK By Bhuphender, MSIT, Clark
16. PROJECT SCOPE MANAGEMENT The project scope management knowledge area is defined by the processes that limit and control the work included in a project. These processes ensure that all the work of the project is included. Work Breakdown Structure (WBS) :A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project. PMBOK By Bhuphender, MSIT, Clark
19. PROJECT TIME MANAGEMENT Project Time Management is a subset of project management that includes the processes required to ensure timely completion of the project. Critical Path Method (CPM): A network analysis technique used to predict project duration by analyzing which path has the least amount of scheduling flexibility. Early dates are calculated using a forward pass; late dates are calculated using a backwards pass. PMBOK By Bhuphender, MSIT, Clark
22. PROJECT COST MANAGEMENT The project cost management knowledge area includes processes to ensure that a project is completed on time and within budget. Cost Performance Index (CPI): The ratio of budgeted costs to actual costs (BCWP / ACWP). CPI is often used to predict the magnitude of a possible cost overrun using the following formula: original cost estimate/CPI = projected cost at completion PMBOK By Bhuphender, MSIT, Clark
24. PROJECT QUALITY MANAGEMENT The project quality management knowledge area is comprised of the set of processes that ensure the result of a project meets the needs for which the project was executed. Control: The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed. PMBOK By Bhuphender, MSIT, Clark
26. PROJECT HUMAN RESOURCE MANAGEMENT People are a major part of any project. There are several different people required and at various times. All the people have to be used effectively in order for the project to succeed. Project Human Resources Management includes the processes to make this part of the project successful. PMBOK By Bhuphender, MSIT, Clark
27. PROJECT COMMUNICATION MANAGEMENT There is a substantial amount of communications that must occur in any project. Information must be generated in a timely manner. It must also be collected, disseminated, stored, and destroyed at the appropriate time. Communications requirements: sum of the information requirements of the project stakeholders. PMBOK By Bhuphender, MSIT, Clark
30. PROJECT RISK MANAGEMENT Risk management must be an integral part of any project. Everything does not always happen as planned. Project risk management contains the processes for identifying, analyzing, and responding to project risk. Risk Identification: Determining which risk events are likely to affect the project. PMBOK By Bhuphender, MSIT, Clark
32. PROJECT PROCUREMENT MANAGEMENT The project procurement management knowledge area includes processes that are used to manage what to procure and when to procure it. Price Forecast: based on information gathered and analyzed about demand and supply. This forecast provides a prediction of short and long term prices and the underlying reasons for those trends. PMBOK By Bhuphender, MSIT, Clark
34. EXTRA RULES Source: Nasa 100 rules of project manager. Rule 9: The boss may not know how to do the work but he has to know what he wants. The boss had better find out what he expects and wants if he doesn't know. A blind leader tends to go in circles. Rule 10: Not all successful managers are competent and not all failed managers are incompetent. Luck still plays a part in success or failure but luck favors the competent hard working manager. PMBOK By Bhuphender, MSIT, Clark
35. Rule 17: Talk is not cheap; but the best way to understand a personnel or technical problem is to talk to the right people. Lack of talk at the right levels is deadly. Rule 20: You cannot watch everything. What you can watch is the people. They have to know you will not accept a poor job. Rule 54: There is only one solution to a weak project manager in industry—get rid of him fast. The main job of a project manager in industry is to keep the customer happy. Make sure the one working with you knows that it is not flattery but on-schedule, on-cost, and a good product that makes you happy. PMBOK By Bhuphender, MSIT, Clark
