1. Project Management Fundas
Anand Joshi
July 24, 2009

2. What’s a project?
 Project is an undertaking that is …
 Performed by people
 Is constrained by limited resources
 Man, Machine, Material, Money and Time
 Is planned, executed and controlled

3. Exercise
TASK :
To build a structure to hold the block
PROJECT REQUIREMENTS:
1. The block should be held at least 6 inches above the ground for at least
30 seconds
2. The structure should be made only from the resources provided
1. Newspaper (3 full prints)
2. Adhesive tape (1)
3. Scissors (1)
4. Stapler (1)
3. The time allocated:
1. 20 mins for execution
2. 10 mins for each observer

4. Observations
 What was the outcome of the project?
 What were the most successful features of the
project?
 What (if anything) went wrong?
 Who played what roles?
 PM: What are the key learning?

5. Observations

6. Observations
Everything is possible!!

7. Observations

8. Characteristics of a project:
 Projects are different from ordinary work. They are intended
to change things
 Projects have a timeframe with a beginning and an end
 Projects have to be planned
 Projects use resources and need a budget
 Projects require evaluation – the criteria for evaluation need
to be established from the beginning
 Projects have an outcome, which is not necessarily known at
the outset
 The outcome is very often a “product” of some kind
 At the end of a project, decisions need to be taken about
whether to use or institutionalize the outcome
 Projects involve people

9. So what’s PROJECT MANAGEMENT?
 It’s the application of knowledge, skills, tools,
and techniques to project activities in order
to meet or exceed stakeholder needs and
expectations from a project (needs may
depend balancing demand along scope, time,
cost, quality, stakeholders with differing
needs and expectations, identified needs and
requirements.)

10. PROJECT
MANAGEMENT
Project Phases and Project Life Cycle
Characteristics
Project Stakeholders
Internal and External Stakeholders like Project Manager, Customer,
Organization, Sponsor, Suppliers and Contractors, team members,
government agencies, media, even society at large
Organizational Influences
Organizational systems, cultures and styles, structure
Key General Management Skills
Leading, Communicating, Negotiating, Problem Solving,
Influencing
Socio Economic Skills
Standards and Regulations, Internationalization, Cultural
Influences
PROJECT MANAGEMENT CONTEXT

11. Project Management Processes:
Project Processes : Planning
CORE PROCESSES
 Scope Planning
 Scope Definition
 Resource Planning
 Activity Definition
 Activity Sequencing
 Activity Duration Estimating
 Cost Estimating
 Schedule Development
 Cost Budgeting
 Project Plan Development
FACILITATING PROCESSES
 Quality Planning
 Communications
 Risk Planning
 Organizing and Staff
 Procurement

12.  Distributing Information
 Solicitation
 Team Development
 Source Selection
 Quality Assurance
 Scope Verification
 Contract Administration
Project Management Processes:
Project Processes : Executing (Doing)

13.  Scope change
 Quality
 Schedule
 Risk response
 Cost
Helps take preventive action in anticipation of possible problems.
Project Management Processes:
Project Processes : Controlling

14.  Contract Close-out
 Administrative Closure
Project Management Processes:
Project Processes : Closing

15. Project Management Knowledge Area’s
PROJECT
MANAGEMENT
INTEGRATION
MANAGEMENT
SCOPE
MANAGEMENT
TIME
MANAGEMENT
COST
MANAGEMENT
QUALITY
MANAGEMENT
HUMAN RESOURCE
MANAGEMENT
COMMUNICATIONS
MANAGEMENT
RISK
MANAGEMENT
PROCUREMENT
MANAGEMENT

16. Integration Management
PROJECT PLAN
DEVELOPMENT
PROJECT PLAN
EXECUTION
OVERALL CHANGE
CONTROL
INPUT
planning outputs, historical
information, organizational
policies, constraints, assumptions
Project Plan, Supporting detail,
Organizational policies, corrective
action
Project plan, performance reports,
change requests
TOOLS AND
TECHNIQUES
Planning methodology,
Stakeholder Skills and Knowledge,
MIS
General Management skills,
product skills and knowledge,
work authorization system, status
review meetings, PMIS,
procedures
change control system,
configuration management,
performance measurement,
additional planning, PMIS
OUTPUT Project Plan, Support Detail work results, change requests
Project plan updates, corrective
action, lessons learned

17. Scope Management
INITIATION
SCOPE
PLANNING
SCOPE
DEFINITION
SCOPE
VERIFICATION
SCOPE CHANGE
CONTROL
INPUT
product description,
strategic plan,
selection criteria,
historical
information
product description,
project charter,
constraints,
assumptions
scope statement,
constraints,
assumptions, other
planning outputs,
historical info
Work Results,
Product
Documentation
Work breakdown
structure,
performance
reports, change
requests, scope
management plan
TOOLS AND
TECHNIQUES
selection methods,
expert judgment
product analysis,
benefit/cost
analysis,
alternatives
identification,
expert judgment
Work breakdown
structure templates,
decomposition
Inspection
Scope change
control system,
performance
measurement,
additional planning
OUTPUT
Proj charter,
manager
identified/assigned,
constraints,
assumptions
scope statement,
supporting detail,
scope management
plan
Work breakdown
structure
Formal acceptance
Scope changes,
corrective action,
lessons learned

18. Time Management
ACTIVITY DEFINITION ACTIVITY SEQUENCING
ACTIVITY DURATION
ESTIMATING
INPUT
Work breakdown structure,
scope statement, historical
information, constraints,
assumptions
Activity list, product
description, mandatory
dependencies, discretionary
dependencies, external
dependencies, constraints,
assumptions
Activity List, Constraints,
Assumptions, Resource
requirements, Resource
capabilities, Historical
information
TOOLS AND TECHNIQUES Decomposition, Templates
Precedence Diagramming
Method (PDM), Arrow
Diagramming Method (ADM),
Conditional Diagramming
Method, Network templates
Expert judgment, Analogues
estimating, Simulation
OUTPUT
Activity List, Supporting Detail,
Work breakdown structure
updates
Project Network Diagram,
Activity List Updates
Activity distribution estimates,
basis of estimates, activity list
updates

19. Cost Management
RESOURCE
PLANNING
COST ESTIMATING COST BUDGETING COST CONTROL
INPUT
Work breakdown
structure, historical
information, scope
statement, Resource
pool description,
organizational policies
Work breakdown
structure, resource
requirement, resources
rates, activity duration
estimates, historical
information, chart of
accounts
Cost estimates, work
breakdown structure,
project schedule
Cost baseline,
performance reports,
change requests, cost
management plan
TOOLS AND
TECHNIQUES
Expert judgment,
Alternatives
identification
Analogues estimating,
parametric modeling,
bottom-up estimating,
computerized tools
Cost estimating tools
and techniques
Cost change control
system, performance
measurement,
additional planning,
computerized tools
OUTPUT Resource requirement
Cost estimates,
supporting detail, cost
management plan
Cost baseline
Revised cost estimates,
budget updates,
corrective action,
estimate at completion,
lessons learned

20. Quality Management
QUALITY PLANNING QUALITY ASSURANCE QUALITY CONTROL
INPUT
Quality policy, scope
statement, product
description, standards and
regulations, other process
outputs
Quality management plan,
results of quality control
measurements, operational
definitions
Work results, quality
management plan,
operational definitions,
checklists
TOOLS AND TECHNIQUES
Benefits/cost analysis,
benchmarking, flowcharting,
design of experiments
Quality planning tools and
techniques, quality audits
Inspections, control charts,
PARETO diagrams, statistical
sampling, flowcharting,
trend analysis
OUTPUT
Quality management plan,
operational definitions,
checklists, inputs to other
processes
Quality improvement
Quality improvement,
acceptance decisions,
rework, completed
checklists, process
adjustments

21. Human Resource Management
ORGANIZATIONAL
PLANNING
STAFF
ACQUISITION
TEAM
DEVELOPMENT
INPUT
Project interfaces, staffing
requirements, constraints
Staffing management plan,
staffing pool description,
Recruitment practices
Project Staff, Project Plan,
Staffing management plan,
performance reports,
external feedback
TOOLS AND TECHNIQUES
Templates, Human Resource
practices, organizational
theory, stakeholder analysis
Negotiations, pre-
assignment, procurement
Team building activities,
general management skills,
reward and recognition,
collocation, training
OUTPUT
Role and Responsibility
assignments, staffing
management plan,
organization chart,
supporting detail
Project staff assigned,
project team directory
Performance improvements,
input to performance
appraisals

22. Procurement Management
PROCUREMENT
PLANNING
SOLICITATION
PLANNING
SOLICITATION
SOURCE
SELECTION
CONTRACT
ADMINISTRATION
CONTRACT
CLOSE-OUT
INPUT
Scope Statement,
Product description,
procurement
resources, market
conditions, other
planning outputs,
constraints,
assumptions
Procurement
Management
plan, SOW,
other planning
outputs
Procurement
documents,
qualified seller
lists
Proposals,
evaluation
criteria,
organizational
policies
Contracts, work
results, change
requests, seller
invoices
Contract
documentation
TOOLS
AND
TECHNIQ
UES
Make-or-buy analysis,
expert judgment,
contract type
selection
Standard forms,
expert judgment
Bidder
conferences,
advertising
Contract
negotiation,
weighing
system,
screening
system,
Independent
estimates
Contract change
control, performance
reporting, payment
system
Procurement
audits
OUTPUT
Procurement
management plan,
SOW
Procurement
documents,
evaluation
criteria, SOW
proposals Contract
Correspondence,
contract changes,
payment requests
Contract file,
formal
acceptance and
closure

23. Communications Management
COMMUNICATIONS
PLANNING
INFORMATION
DISTRIBUTION
PERFORMANCE
REPORTING
ADMINISTRATIVE
CLOSURE
INPUT
Communication
requirements,
communications
technology, constraints,
assumptions
Work results,
communication
management plan,
project plan
Project plan, work
results, other project
records
Performance
measurement
documentation,
documentation of the
product of the project,
other project records
TOOLS AND
TECHNIQUES
Stakeholder analysis
Communication skills,
information retrieval
systems, information
distribution systems
Performance reviews,
variance analysis, trend
analysis, earned value
analysis, information
distribution tools and
techniques
Performance reporting
tools and techniques
OUTPUT
Communications
management plan
Project records
Performance reports,
change requests
Project archives, formal
acceptance, lessons
learned

24. Risk Management
RISK
IDENTIFICATION
RISK
QUANTIFICATION
RISK RESPONSE
DEVELOPMENT
RISK RESPONSE
CONTROL
INPUT
Product description,
other planning outputs,
historical information
Stakeholder risk
tolerances, sources of
risk, potential risk
events, cost estimates,
activity duration
estimates
Opportunities to
pursue, threats to
respond to,
opportunities to ignore,
threats, threats to
accept
Risk management plan,
actual risk events,
additional risk
identification
TOOLS AND
TECHNIQUES
Checklists, flowcharting,
interviewing
Expected monetary
value, statistical sums,
simulation, decision
trees, expert judgment
Procurement,
contingency planning,
alternative strategies,
insurance
Workarounds,
additional risk response
development
OUTPUT
Sources of risk,
potential risk events,
risk symptoms, inputs to
other processes
Opportunities to
pursue, threats to
respond to,
opportunities to ignore,
threats to accept
Risk management plan,
inputs to other
processes, contingency
plans, reserves,
contractual agreements
Corrective action,
updates to risk
management plan

25. Motivation
 people are motivated to want to do something if:
 They understand the aim of the project
 They see a meaningful role for themselves
 They perceive a reward in taking part
 They do not feel confused or insecure about their role
 People stick to a task even after it gets boring and a routine if:
 They have a vision of the real aim
 They feel their personal contribution is valued
 All members of the team contribute and take part
 They can express frustration and raise problems
 Work load does not get impossible

26. Some Advanced topics …