Internal Training presentation- Project Management Overview

1. Project Management
Overview

3.  Schedule Delay
 Efforts Over run
 Miscommunication
 Low Quality Deliverables
 Other?
Why Project Management? - Common
Pitfalls in Projects

4. Quality
Cost
Scope
Time
Project Constraints
Good
CheapFast
Crap
WOW

5. Project Management Process

6. Waterfall Vs Agile

7. Why this Project exists?Why
What we want to achieve?What
Who will work on this Project?Who
How will we execute this project to ensure
successful delivery?How
When will we complete every task and whole
project?When
Project Management Process should
answer following:

8. Project Management Process Groups
Initiation Planning Execution
Monitor
and Control
Closure

9. Establish answers for Why and What
Identify Stakeholders
Project Kick Off
Project Initiation Activities

10. Develop Project
Management Plan
Define Scope
Team
Management
Time Management
•Create WBS
•Define Activities
•Define Sequence of
Activities
•Define Efforts and Duration
•Develop Schedule
Plan
Communication
Management
Risk Management
•Identify Risks
•Plan Risk Responses
Plan Quality
Management
Plan Configuration
Management
Establish answers for Who, How and When
Project Planning Activities

11. Scope
•Requirement
Change Tracking
and
Management
Schedule
•Monitor and
make
adjustments as
needed
Communicati
on
•Status Updates
•Monitor
Communication
related processes
as established in
Plan
Risks
•Monitor Risks and
take Actions
Quality Configuration
Project Execution, Monitor and Control

12. Share Learnings, Corrective and Preventive actions with respective Stakeholders
Root Cause Analysis wherever required
Analyse Project Metrics
Execute Closure Procedure
Project Closure

13. Project Lifecycle

14. Why Project Metrics?
We can improve
things which we
can measure.

15.  Effort Variance
 Schedule Variance
 No. of Requirement Changes not communicated to Client
 No. of Change Requests Approved and Not Approved
 No. of Client Concerns
 No. of Risks not identified and surfaced
Few Project Management Metrics

16.  Why Track and Control Effort Variance?
 Directly Proportional to Project Cost
 If not tracked and Controlled, can lead to schedule variance
 Can raise question mark on our Technical Competency or
Project Execution Competency
 Possible Action Items
 Review if there is Scope Creep
 Review Performance of every team member
Effort Variance

17.  Why Track and Control Schedule Variance?
 Can jeopardise Client’s plans and may hamper association with
AnAr
 Proportional to Project Cost though not directly
 Can raise question mark on our Technical Competency or
Project Execution Competency
 Can raise question mark on our commitment
 Possible Action Items
 Review if there is Effort Variance
 Review Performance of every team member
 Check if adding or replacing a team member can help
Schedule Variance

18.  Create WBS
 Define Activities
 Define Sequence of Activities
 Define Efforts and Duration
 Develop Schedule
Time Management

19.  Definition - "deliverable oriented hierarchical
decomposition of the work to be executed by the project
team.“
What is WBS

20.  The top level represents the final deliverable or project
 All elements of the work breakdown structure don’t need to be
defined to the same level
 The work package/WBS item defines the work and duration for
the tasks required to produce the sub-deliverable
 Work packages should not exceed 10 days of duration
 Work packages should be independent of other work
packages in the work breakdown structure
 Work packages are unique and should not be duplicated
across the work breakdown structure
WBS Guidelines

21. Work Package Activity
Lowest level of deliverable in project Series of activities results in a Work Package
Provides tangible value to stakeholders Single activity does not provide tangible
value to stakeholders
Recognized and required by all stakeholders Stakeholders might not be interested in each
activity
As it is a deliverable, it can be handed over
to stakeholders
Activity is a step in a deliverable
You should use Nouns to define Work
Package
You should use verbs to define an activity
Difference between Work Package and
Activity

22. Efforts required to complete an
activity
Work
Time required to complete an
activity
Duration
Team member(s) who will work on
this activity
Resource
Work, Duration and Resource Calculation

23. Critical Path
Resource
Optimization
Fast Tracking Crashing
How to Manage schedule

24.  Establish Communication Protocols within team and with
Client
 Status Reports
 Escalation Charts
Communication Management

25.  Identify Risks
 Plan Risk Responses
 Risk Register
Risk Management

26. Risk Management Process

27.  Quality Management
 Define Quality Metrics and Priorities
 Monitor Metrics
 Conduct Root Cause Analysis for Slippages in Metric Values
 Ensure Actions taken to maintain Quality
 Configuration Management
 Identify Configuration Items and Track Them
 Document Management
 Version Control
 Source Control
Other Areas

28. Thank you for being with us
during presentation. We look
forward to hear from you
soon!
AnAr Solutions Pvt. Ltd.
www.AnArSolutions.com
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