2. What is a Project ?
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A project is a temporary endeavor undertaken
to create a unique product , service, or result
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)
– Sixth Edition, Project Management Institute, Inc., 2017)
Projects are undertaken to fulfill objectives by
producing deliverables.
3. Projects
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Unique
Different design, circumstances, contractors, material
A purpose to be achieved
A result to be obtained
A product to be produced
A service to be performed
Temporary
Definite beginning and end, not a continuous and
repetitive process.
Does not necessary mean short in duration.
4. Project Management
Project Management is the application of
Knowledge, skills, tools and techniques to
project activities to meet the project
requirements.
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(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)
5. Project Management
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Effective Project Management Helps To:
• Meet business objectives;
• Satisfy stakeholder expectations;
• Be more predictable;
• Increase chance to success;
• Deliver the right products at the right time;
• Resolve problems;
• Respond to risk in a timely manner; etc.,
6. Project Management
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The Absence Of Project Management May Result
In:
• Missed deadlines
• Cost overruns
• Poor quality
• Rework; etc.
7. Project Management
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Effective And Efficient Project Management Enable
Organizations To:
Tie project result to business goals,
Compete more effectively in their markets,
Sustain the organization,
Respond to the impact of business environment changes
on project.
8. The Project Constraints
“Managing a project typically includes, but is not limited to:
Identifying requirements.
Addressing the various needs, concerns & expectations of the
stakeholders in planning and executing the project.
Setting up, maintaining and carrying out communications among
stakeholders that are active, effective, and collaborative in nature.
Managing stakeholders towards meeting project requirements and
creating project deliverables.
Balancing the competing project constrains which include, but not
limited to:”
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Scope Budget
Quality Resources
Schedule Risk
10. Project, Program, Portfolio & Operations
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Program Management
Is defined as related projects, subsidiary programs, and
program activities managed in a coordinated manner to
obtain benefits not available from managing them
individually.
(This standard definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)
The application of knowledge, skills, tools, and technique to a
program to achieve the program objective and to obtain
benefits and control not available by managing program
components individually.
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of
Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)
11. Project, Program, Portfolio & Operations
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Portfolio Management
Is defined as related projects, programs, subsidiary
portfolio and operations managed in a coordinated
manner to achieve strategic objectives.
(This standard definition is taken from the Glossary of the Project Management Institute, A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)
Is defined as related projects, programs, subsidiary
portfolio and operations managed as a group achieve
strategic objectives.
(This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of
Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017)
12. Project, Program, Portfolio & Operations
From an organization
respective:
Program and project
management focus on
doing program and
project the “right” way;
and
Portfolio management
focuses on doing the
right program and
project.
12
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017, Figure 1.3, Page 12.
13. Project, Program, Portfolio & Operations
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Operation Management
Operation management is concerned with the
ongoing production of goods and /or services.
Operation And Project Management
Ongoing operations are outside of the scope of the
project; however, there are an intersecting points
where the two areas cross.
14. Key Component
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Project and development life cycle
A project life cycle is the series of phases that a project
passes through from its start to its completion.
Project phase
A project phase is a collection of logically related
activities that culminates in the completion of one or
more deliverables.
Phase gate
A project gate is held at the end of a phase
15. Key Component
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Project Stakeholders
A Stakeholder is an individual, group, or organization
that may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of the
project.
Internal Stakeholders: Sponsor, Resource manager,
(PMO), Portfolio steering committee, etc.,
External Stakeholder: Customer, End user,
suppliers, Shareholders, etc.,
16. Key Component
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Project management process
The project life cycle is managed by executing a series of
project management activities known as project
management processes.
Project Management Process Group
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring And Controlling Process Group
Closing Process Group
17. Project Management Process Group
Initiating Process Group
Those processes performed to defines a new project or
a new phase of an existing project by obtaining
authorization to start the project or a phase.
Planning Process Group
Those processes required to establish the scope of the
project, refine the objectives, and define the course of
action required to attain the objectives that the project
was undertaken to achieve.
18. Project Management Process Group
Executing Process Group
Those processes performed to complete the work
defined in the project management plan to satisfy the
project requirements.
Monitoring and Controlling Process Group
Those processes required to track, review, and regulate
the progress and performance of the project, identify
any areas in which changes to the plan are required, and
initiate the corresponding changes.
19. Project Management Process Group
Closing Process Group
Those processes performed to formally complete or
close the project, phase, or contract.
21. Project Management Process Groups
Knowledge Area
Processes
Closing
Process
Group
Monitoring &
Controlling
Process Group
Executing Process
Group
Planning Process
Group
Initiating
Process
Group
4.7 Close
Project or
phase
4.5 Monitor and
Control Project
Work
4.6 Perform
Integrated Change
Control
4.3 Direct and
Manage Project Work
4.2 Develop Project
Management Plan
4.1 Develop
Project Charter
4. Project
Integration
Management
5.5 Validate scope
5.6 Control Scope
5.1 Plan Scope
Management
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
5. Project Scope
Management
6.6 Control
Schedule
6.1 Plan Schedule
Management
6.2 Define Activities
6.3 Sequence
Activities
6.4 Estimate
Activity Durations
6.5 Develop
Schedule
6. Project
schedule
Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017, table 1.4, Page 25.
22. Project Management Process Groups
Knowledge Area
Processes Closing
Process
Group
Monitoring &
Controlling
Process Group
Executing
Process Group
Planning Process
Group
Initiating
Process
Group
7.4 Control Costs
7.1 Plan Cost
Management
7.2 Estimate Costs
7.3 Determine Budget
7. Project Cost
Management
8.3 Control Quality8.2 Manage Quality
8.1 Plan Quality
Management
8. Project Quality
Management
9.6 Control
Resources
9.3 Acquire Project
Team
9.4 Develop Team
9.5 Manage Team
9.1 Plan Resource
Management
9.2 Estimate Activity
Resources
9. Project
Resource
Management
10.3 Control
Communications
10.2 Manage
Communications
10.1 Plan
Communications
Management
10. Project
Communication
Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017, table 1.4, Page 25.
23. Project Management Process Groups
Knowledge Area
Processes Closing
Process
Group
Monitoring &
Controlling
Process Group
Executing
Process Group
Planning Process Group
Initiating
Process
Group
11.7 Risk
Monitoring and
Control
11.6 Implement
Risk Responses
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative
Risk Analysis
11.4 Perform Quantitative
Risk Analysis
11.5 Plan Risk Responses
11. Project Risk
Management
12.3 Control
Procurements
12.2 Conduct
Procurements
12.1 Plan Procurement
Management
12. Project
Procurement
Management
13.4 Control
Stakeholder
Engagement
13.3 Manage
Stakeholder
Engagement
13.2 Plan Stakeholder
Management
13.1 Identify
Stakeholders
13. Project
Stakeholder
Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project
Management Institute, Inc., 2017, table 1.4, Page 25.
24. Tailoring
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POBOK itself is not a methodology
Its generally recognized as “Good Practice”
“Good Practice” dose not mean that the
knowledge described should always be
applied uniformly to all projects.
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Project business case
The project business case is a documented ECONOMIC
FEASIBILITY STUDY.
Business needs
Analysis of situation
Recommendations
evaluation
Project Management Business Doc.
26. Project Management Business Doc.
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Project are Typically initiated as a result of:
Market demand
Strategic opportunity/business need
Social need
Environmental consideration
Customer request
Technological advancement
Legal or regulatory requirement
Existing or forecast problem
27. Enterprise Environmental Factors
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Enterprise Environmental Factors (EEFs) refer to
conditions, not under the control of the project
team, that influence, constrain, or direct the
project.
This factors may enhance or constrain project
management options, in addition, these factors
may have positive or negative influence on the
outcome.
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EEFs Internal Of The Organization
Organizational Culture, Structure, And
Governance.
Geographic Distribution Of Facilities And
Resources.
Infrastructure
Information Technology Software.
Resource Availability.
Employee Capability.
Enterprise Environmental Factors
29. Enterprise Environmental Factors
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EEFs External Of The Organization
Marketing Conditions.
Social And Cultural Influences And Issues.
Legal Restrictions.
Commercial Databases.
Academic Research.
Government Or Industry Standards.
Financial Considerations.
Physical Environmental Elements.
30. Organizational Process Assets
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Organizational Process Assets (OPAs) are the plan,
process, policies, procedures, and knowledge
bases specific to and used by the performing
organization, these assets influence the
management of the project. They may be grouped
into two categories:
Processes, policies, and procedures
Organizational knowledge Repositories
31. Organizational Process Assets
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Processes, Policies, and Procedures
Initiation and Planning.
Execution, Monitoring, and Controlling.
Closing
33. The Role of Project Manager
STANDARD is a document that provides, for common
and repeated use, rules, guidelines, or
characteristics for activities or their results, aimed at
the achievement of the optimum degree of order in
a given context.
REGULATION is a requirement imposed by
government body. These requirements can product,
process or service characteristics, including the
applicable administrative provisions, That have
government-mandated compliance.
34. The Role of Project Manager
Understanding Project Environment
The project team should consider the project in its
cultural, social, international, political, and physical
environmental context.
Cultural and social environment
Economic, Demographic, Educational, Ethical, Ethnic,
Religious.
Physical environment
Knowledge about the local ecology and physical
geography.
35. The Role of Project Manager
International and political environment
International, National, regional, and local laws and
customs
Political climate
Time zone difference
National and regional holidays
Travel requirements for face to face meeting
The logistics of teleconferencing
36. The Role of Project Manager
General Management knowledge and skills
Financial management and accounting
Purchasing and procurement
Sales and marketing
Contracts and commercial laws
Manufacturing and distribution
Logistics and supply Chain
Health and safety practices
Information technology
37. The Role of Project Manager
Interpersonal Skills
Effective Communicating:
The exchange of information between the sender
and the receiver.
Influencing the Organization:
The “ability to get things done”.
Leadership:
Developing a vision and strategy, and motivating
people to achieve that vision and strategy.
38. The Role of Project Manager
Motivation:
Energizing people to achieve high levels of
performance and to overcome barriers to change.
Negotiation and conflict management:
Conferring with others to come to terms with
them or to reach an agreement.
Problem solving:
The combination of problem definition,
alternatives identification and analysis, and
decision-making.
39. Project Charter
The process of developing a document that formally
authorizes the existence of a project, and provide the
project manager with the authority to apply
organizational resources to the project activities. The key
benefit of this process is that it provides a direct link
between the project and the strategic objectives of the
organization, creates a formal record of the project.
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40. Project Charter
Is the document issued by the project initiator or
sponsor that formally authorizes the existence of the
project
Project purpose
Measurable project objectives and related success
criteria
High level requirements
Over all project risk
Summary milestone schedule
Preapproved financial resources
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41. Project Charter
Key stakeholders list
Project approval requirements (i.e., what constitutes
project success, who decides the project is successful, and
who sign off on the project)
Project exit criteria (i.e., what are the conditions to be
met in order to close or to cancel the project or phase)
Assigned project manager, responsibility, and authority
level.
Name and authority of the sponsor or other
person(s)authorizing the project charter.
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42. Develop Project Management Plan
Develop Project Management Plan Is the process
of defining, preparing, and coordinating all plan
components and consolidating them into an
integrated project management plan. The key
benefit of this process is the production of a
comprehensive document that defines the basis
of all project work and how the work will be
performed.
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43. Project management Plan
Is the document that describes how the project will ne
executed, monitored, controlled, and closed.
• Integrates and consolidates all the Subsidiary
Management Plans and Baselines, and other
information necessary to mange the project.
• Project management processes selected by the
project management team.
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Develop Project Management Plan
44. • The level of implementation of each process.
• The descriptions of the tools and techniques to be
used for accomplishing those processes.
• How changes will be monitored and controlled.
• How integrity of the performance measurement
baseline will be maintained and used.
• The needs and techniques for communication among
stakeholders.
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Develop Project Management Plan
