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Fundamentals of Project Management

Fundamentals of Project Management

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Fundamentals of
Project Management
What is a Project?
?
What is a Project?
• A project is a sequence of unique, complex and connected
activities having one goal or purpose that must be
completed by a specific time, wthin budget and according to
specification
• A project is a complex, nonroutine, one-time effort limited
by time, budget, resources, and performance specifications
designed to meet customer needs
• Projects are ad hoc, resource-consuming activities used to
implement organizational strategies, achieve enterprise
goals and objectives, and contribute to the realization of the
enterprise‘s mission
A project is a temporary endeavor
undertaken to create a unique
product, service or result.
A Project can Create
• A product that can be either a component of
another item or an end item in itself.
• A capability to perform a service(e.g., a business
function that supports production or
distribution).
• A result such as an outcome or a document (e.g.,
a research project that develops knowledge that
can be used to determine whether a trend is
present or a new process will benefit society).
Main features of a Project - Revision
• It is a temporary endeavor undertaken.
• To create a unique product, service or result
• Temporary, therefore, has a start and an end
• End is reached when
– Objectives have been achieved
– When objectives will not or cannot be met
– Need for the project does no longer exist
• What can be the duration of a project?
• What about the outcome of a project?

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Fundamentals of Project Management

  • 2. What is a Project? ?
  • 3. What is a Project? • A project is a sequence of unique, complex and connected activities having one goal or purpose that must be completed by a specific time, wthin budget and according to specification • A project is a complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs • Projects are ad hoc, resource-consuming activities used to implement organizational strategies, achieve enterprise goals and objectives, and contribute to the realization of the enterprise‘s mission
  • 4. A project is a temporary endeavor undertaken to create a unique product, service or result.
  • 5. A Project can Create • A product that can be either a component of another item or an end item in itself. • A capability to perform a service(e.g., a business function that supports production or distribution). • A result such as an outcome or a document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society).
  • 6. Main features of a Project - Revision • It is a temporary endeavor undertaken. • To create a unique product, service or result • Temporary, therefore, has a start and an end • End is reached when – Objectives have been achieved – When objectives will not or cannot be met – Need for the project does no longer exist • What can be the duration of a project? • What about the outcome of a project?
  • 7. Examples of Projects • Developing a new product or service (Why) • Effecting a change in the structure, staffing or style of an organization • Developing or acquiring a new modified information system • Constructing a building or infrastructure • Implementing a new business process or procedure • Give examples of Projects in Pakistan / World
  • 8. What is Project Management? • It is the application of: – Knowledge – Skills – Tools – Techniques – To do project activities to meet project requirements – It is accomplished through appropriate application and integration of 42 logically grouped project management processes comprising the 5 process groups. – What are those FIVE Process Groups? – What are those 9 Knowledge Areas in Projects?
  • 9. Mapping the Processes Initiating P.G. Planning P.G. Executing P.G. Controlling P.G. Closing P.G. 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Execution 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope 6. Project Time Management 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5 Develop Schedule 6.6 Control Schedule 7. Project Cost Management 7.1 Estimate Costs 7.2 Determine Budgets 7.3 Control Costs 9 PM Knowledge Area Process Group
  • 10. Mapping the Processes (cont.) Initiating P.G. Planning P.G. Executing P.G. Controlling P.G. Closi ng P.G. 8. Project Quality Management 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control 9. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Identify Stakehold er 10.2 Communications Planning 10.3 Information Distribution 10.4 Mange Stakeholders 10.5 Report Performance 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risk 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor & Control Risk 10 PM Knowledge Area Process Group
  • 11. Mapping the Processes (cont.) Initiating P.G. Planning P.G. Executing P.G. Controlling P.G. Closing P.G. 12. Procurement 12.1 Plan Procurement 12.2 Conduct Procurement 12.3 Administer Procurement 12.6 Close Procurement 11 PM Knowledge Area Process Group
  • 12. Why Projects? To meet strategic business goals and objectives: Strategic opportunity Business needs Customer request Technological advance Legal requirements
  • 13. 1.Project aligned with organizational objectives and customer needs 2.Preliminary scope statement includes stakeholder needs and expectations 3.High-level risks, assumptions are understood 4.Stakeholders identified and their needs understood 5.Project charter approved 1 .Project scope agreed 2.Project schedule approved 3.Cost budget approved 4.Project team identified with roles and responsibilities agreed 5.Communications activities agreed 6.Quality management process established 7.Risk response plan approved 8.Integrated change control processes defined 9.Procurement plan approved 10.Project plan approved 1.Project scope achieved 2.Project stakeholders expectations managed 3.Human resources managed 4.Quality managed against plan 5.Material resources managed 1.Project tracked and status communicated to stakeholders 2.Project change is managed 3.Quality is monitored and controlled 4.Risk is monitored and controlled 5.Project team is managed 6.Contracts administered 1.Project outcomes accepted 2.Project resources released 3.Stakeholder perceptions measured and analyzed 4.Project formally closed What is Project Management? • Project Initiation • Project Planning • Project Execution • Project Monitoring & Change Mgt. • Project Closing
  • 14. Relationship Between • Project Management • Portfolio Management • Program Management
  • 15. What is Portfolio Management? • resource allocation to achieve corporate new product objectives.
  • 16. Portfolio Management  Portfolio (finance), a collection of investments held by an institution or a private individual  Career portfolio, an organized presentation of an individual's education, work samples, and skills  Artist's portfolio, a sample of an artist's work or a case used to display artwork, photographs etc  Product portfolio (business administration), 2D separation of products by their market share and profits or growth rates (BCG)  IT Portfolio, in IT portfolio management, the portfolio of large classes of items of enterprise Information Technology (IT)  Project Portfolio, in Project Portfolio Management, the portfolio of projects in an organization. It is a collection of projects or programs and other works that are grouped together to facilitate effective management
  • 17. Examples of Portfolio Management An infrastructure firm that has the strategic objective of maximizing the return on its investments may have a portfolio of: • Projects in oil & gas • Projects in power • Projects in water • Projects in roads • Projects in rail • Projects in airports
  • 18. Program Management Program Management is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program A program will always have projects.
  • 19. Program Management It focuses on the project interdependencies and help to determine the optimal approach for managing them. • Resolve resource constraints & conflicts • Aligning organizational direction • Resolve issues and change management within a shared governance structure
  • 20. Example of a Program Management A new communication satellite system: • Designing of a satellite and ground system • Construction of a satellite and ground station • Integration of the system • Launching of the satellite
  • 21. Project Management Office (PMO) It is an organized body or entity assigned coordinated management of projects under its domain It is the key decision maker during the beginning of each project It is also responsible for the selection, management and deployment of shared or dedicated project resources
  • 22. Functions of (PMO) 1. Managing shared resources 2. Identifying & developing project management methodology, best practices and standards 3. Coaching, monitoring, training and oversight 4. Monitoring compliance project audits 5. Developing & managing project policies, procedures, templates and other standard documentation? 6. Coordinating communication across projects
  • 23. Project Manager • Focuses on a specific project objective • Controls resources to best meet project objectives • Manages the constraints (scope, schedule, cost and quality etc) of individual project
  • 24. Main Functions of a Project Manager  Define scope of project  Identify stakeholders & Leadership (decision makers: Client, Parent organization, Project Team, Publics)  Evaluate project requirements  Develop detailed task list (work breakdown, structures)  Develop initial project management flow chart  Estimate time requirements  Identify cost estimation and budget  Identify required resources and evaluate risks
  • 25. Main Functions of a Project Manager Prepare contingency plan Identify interdependencies Identify and track critical milestones Secure needed resources, manpower Participate in project phase review Manage the change control process Report project status
  • 26. Project Management Vs Operation Management • How they are different? • When do they interact?
  • 27. Project Management Vs Operation Management • Operations are permanent endeavors that produce repetitive outputs with resources assigned to do same set of tasks • It is an ongoing nature of operations • Projects are unique • Projects are temporary endeavors
  • 28. Characteristics of a Project Manager • Knowledge: Must be well versed with project management. ? • Performance: Application of project management knowledge • Personal: Behavior of the project manager: – Effectiveness – Attitude – Personality characteristics (Michael Dell) – Leadership, guidance to balance project constraints
  • 29. Enterprise Environmental Factors • Organizational culture, structure & processes • Government or industry standards • Infrastructure: Existing facilities and capital equipment • Existing human resource • Marketplace conditions • Stakeholder risk tolerance • Potential climate • Political climate • Established communication channels • Commercial databases: cost, risk study / info • Project management information systems (blog)

Editor's Notes

  1. Page 38 (next two slides) is the most important page in the PMBOK. Discuss the difference between Process Groups and PM Knowledge Areas, and how they share sub processes.