project management

1. PROJECT MANAGEMENT
CONCEPTS
Lt Col L Shri Harsha,
PMP

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’

11. Level
Of
Activity
Initiating
Processes
Planning
Processes
Executing
Processes
Closing
Processes
Controlling Processes
Phase
Finish
Phase
Start
Time
Typical Life Cycle of Project

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

18. Project Management Philosophy
The “Golden Rule” of Project Management is three
words:
-Plan
-Organize
-Control

19. Project Initiation

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

23. Objectives are SMART
•Specific
•Measurable
•Assignable
•Realistic
•Time related

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

25. Project Planning

26. • Develop Project Scope
• Define Project Phases
• Develop WBS
• Define Activity List & Sequence Activities
• Create Project Network Diagram
• Perform Critical Path Analysis
• Perform Cost Estimation
• Perform Resource Planning
Project Planning

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

28. Plan Do/Undo/Redo
Start
Complete
Plan Execute
Start
Complete
Benefit of Planning
Benefit of Planning

29. Project Scope
What is the WORK we are supposed to do to
deliver the final service / product to the
customer?

30. Product Scope
The features and functionalities that categorize
a product or service

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

33. WBS Example

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.

36. Precedence Diagramming Method (PDM)
Also known as Activity on Nodes (AON)

37. Arrow Diagramming Method (ADM)
Also known as Activity on Arrow (AOA)

38. Developing an
approximation of the costs
of the resources needed to
complete project activities.
Cost Estimating

39. Analogous estimating
Bottom Up Estimating
Parametric Estimating
Cost Estimating

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 ?

42. Risk Identification
Financial
Socio-Economic
Contractual
Project management
Technical

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

45. Project Execution

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)

49. Project Controlling

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

56. Project Closure

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

61. Thank you