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Project Management  Introduction B y  ASIM SHAHZAD
Hope is not a strategy… Implementation is never an accident.  It is the result of high intention, sincere effort, intelligent direction and skillful execution.  It represents the wise choice of many alternatives.   Donald G. Giles, US Steel
Your Projects Cannot Afford to Fail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Chaos Chronicles 2003, The Standish Group
What is a Project ? ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
 
[object Object],[object Object],[object Object]
Second Phase ,[object Object]
[object Object],[object Object]
Contd…. ,[object Object],[object Object],[object Object],[object Object]
 
What is a Project (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is a Project (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is a Project (Contd) ,[object Object],[object Object],[object Object],[object Object]
Project Parameters ,[object Object],[object Object],[object Object]
What is a Project (Contd) ,[object Object],Time Cost Resources Scope and Quality
Classification of Project Types ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Management ,[object Object]
Modern Tools - Technique ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Project Management? “ Project Management is the application of   knowledge, skills, tools,   and  techniques  to project activities to meet project objectives.” A Guide to the Project Management Body  of Knowledge; T he Project Management Institute 2000 Edition ,[object Object],[object Object],[object Object],[object Object]
What is Project Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why do organizations use Project Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why do organizations use Project Management? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Project cycle by definition classifies the major stages of a project in a symmetrical manner.  “planning, implementation and evaluation ”
Project Life Cycle The defined Sequence   of events that constitute a project.   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Selection Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Project Planning ? ,[object Object],[object Object],[object Object]
Why Plan a Project ? ,[object Object],[object Object],[object Object],[object Object]
Project Management Processes ,[object Object],[object Object],Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes
Project Planning Considerations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Control and Evaluation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Project Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Termination ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Manager ,[object Object],[object Object],[object Object],[object Object]
Project Manager (Contd) ,[object Object]
Responsibilities of Project Manager ,[object Object],[object Object],[object Object],[object Object]
FM Vs PM ,[object Object],[object Object],[object Object],[object Object]
FM Vs PM (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is a Project Manager? ,[object Object],[object Object]
Competencies needed…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],And a sense of humor!
What are the major roles on a Project? ,[object Object],Team Members Project Manager Stakeholders Sponsor Project Participants Functional Manager  – Managers responsible for activities and resources in a specialized department or function. Sponsor  – The internal organizational owner of the project.  Responsible for establishing the project’s priority within their organization.  Has overall responsibility for its success. Stakeholders  – Parties involved in or being affected by the project activities. Team Members  – staff who use their skills to contribute to the project’s deliverables.  Can report either directly or indirectly to the Project Manager.  Project Manager  – individuals with the authority and responsibility for delivering the documented project requirements – on time and within budget.
Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Functional Organization (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Functional Organization (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Project Organization (Contd) ,[object Object],[object Object],[object Object],[object Object]
Pure Project Organization  Marketing Manufacturing R&D  Finance Personnel Manager, Project A Manager, Project B Marketing Manufacturing R&D  Finance Personnel
Pure Project Organization ,[object Object],[object Object],[object Object],[object Object]
Pure Project Organization (Contd) ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
Matrix Organization PM 1 3 1 1/2 1/2 4 1/2 PM 2 1 4 1/4 1 1/2 1/4 PM 3 0 1/2 3 1/2 1
Matrix Organization ,[object Object],[object Object],[object Object],[object Object],[object Object]
Matrix Organization (Contd) ,[object Object],[object Object],[object Object]
Matrix Organization (Contd) ,[object Object],[object Object],[object Object]
Causes of Project Failure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Causes of Failure Contd ,[object Object],[object Object],[object Object],[object Object]
Project Management - 20 Steps to  Success ,[object Object],[object Object],Initiating ,[object Object],[object Object],[object Object],Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],Executing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Monitoring and Controlling ,[object Object],[object Object],[object Object],Closing
SAP  Lessons Learned Controlling Scope, Schedule and Cost
Project Management - 20 Steps to  Success ,[object Object],[object Object],Initiating ,[object Object],[object Object],[object Object],Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],Executing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Monitoring and Controlling ,[object Object],[object Object],[object Object],Closing
A Project to Clean the Glacier Areas of the North- Solid Waste Management Skardu Area The value of Leadership and Teamwork
[object Object],[object Object],[object Object],[object Object],April 11 April 12 April 13 April 14 April 10 1912
Titanic  Lessons Learned The Value of Risk Management The importance of Communications
Project Management - 20 Steps to  Success ,[object Object],[object Object],Initiating ,[object Object],[object Object],[object Object],Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],Executing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Monitoring and Controlling ,[object Object],[object Object],[object Object],Closing
Risk Management Processes Risk Identification Risk Response Planning Risk Monitoring and Control Risk Analysis
Lessons Learned from the Movies Need to leverage your technical experts Star Trek –  Wrath of Khan Role of Principles vs. Values Fight Club Risk Management Terminator “ Thinking out of the Box” Flight of the Phoenix Importance of clear objectives with no distractions from the objective.  “Are we here to fight or are we here to  surf?” Apocalypse Now Need to test assumptions Amelie Team formation, right skills (on the ground and in space). The Right Stuff Project Management Lessons Learned Movie
Lessons Learned from the Movies (Cont’d) Need for proper Risk Management, Project Governance and Scope Management. A Bridge Too Far Encourage Team Participation (Little boy felt he wasn’t valued and therefore sabotaged the project. The Incredibles Teamwork and Leadership; Risk Mitigation. Gladiator Contingency Planning, Risk Management, Needs of Team Members, Controlling Processes. Thomas Crown Affair It’s business, not personal.  (Uses the Godfather example). You’ve Got Mail Importance of Planning. Field of Dreams Planning – Benefits of a well planned project show up at execution. The Great Escape  Trust your Project Manager, no matter how eccentric she (or he) may be. Father of the Bride Project Management Lessons Learned Movie
Project Team ,[object Object],[object Object],[object Object],[object Object]
Matrix Based Frictions ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Matrix Based Frictions (Contd)
Communication Channels Two people, one channel Three people, three channels Four people, six  channels Five people, ten  channels
Poor Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Isomorphic Team Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Isomorphic Team Structure Structure of the Deliverable Structure of the Project Team Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Technical Report Team Member A Team Member B Team Member C Team Member D Team Member E Project Manager
Specialty Team Structure ,[object Object],[object Object],[object Object],[object Object],[object Object]
Special Team Structure PROJECT  MANAGER Specialist A Specialist B Specialist C Chapter 1 Chapter 2 Chapter 4 Chapter 3 Chapter 5
Egoless Team Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Egoless Team Structure Chapter 1 Chapter 2 Chapter 4 Chapter 3 Chapter 5 Team Member A Team Member B Team Member C
Surgical Team Approach Chapter 1 Chapter 3 Chapter 2 Chapter 4 Chapter 5 Administrative Buffer Chief Writer Special Assistant  Specialist  A   Specialist  B  Specialist  C  Project Administrator  Editor  Demands on project staff   time coming from other project
END OF Project Management Introduction ,[object Object]

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Project Manangement Introduction

  • 1. Project Management Introduction B y ASIM SHAHZAD
  • 2. Hope is not a strategy… Implementation is never an accident. It is the result of high intention, sincere effort, intelligent direction and skillful execution. It represents the wise choice of many alternatives. Donald G. Giles, US Steel
  • 3.
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  • 24.
  • 25. Project cycle by definition classifies the major stages of a project in a symmetrical manner. “planning, implementation and evaluation ”
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  • 50. Pure Project Organization Marketing Manufacturing R&D Finance Personnel Manager, Project A Manager, Project B Marketing Manufacturing R&D Finance Personnel
  • 51.
  • 52.
  • 53.
  • 54. Matrix Organization PM 1 3 1 1/2 1/2 4 1/2 PM 2 1 4 1/4 1 1/2 1/4 PM 3 0 1/2 3 1/2 1
  • 55.
  • 56.
  • 57.
  • 58.
  • 59.
  • 60.
  • 61.
  • 62. SAP Lessons Learned Controlling Scope, Schedule and Cost
  • 63.
  • 64. A Project to Clean the Glacier Areas of the North- Solid Waste Management Skardu Area The value of Leadership and Teamwork
  • 65.
  • 66. Titanic Lessons Learned The Value of Risk Management The importance of Communications
  • 67.
  • 68. Risk Management Processes Risk Identification Risk Response Planning Risk Monitoring and Control Risk Analysis
  • 69. Lessons Learned from the Movies Need to leverage your technical experts Star Trek – Wrath of Khan Role of Principles vs. Values Fight Club Risk Management Terminator “ Thinking out of the Box” Flight of the Phoenix Importance of clear objectives with no distractions from the objective. “Are we here to fight or are we here to surf?” Apocalypse Now Need to test assumptions Amelie Team formation, right skills (on the ground and in space). The Right Stuff Project Management Lessons Learned Movie
  • 70. Lessons Learned from the Movies (Cont’d) Need for proper Risk Management, Project Governance and Scope Management. A Bridge Too Far Encourage Team Participation (Little boy felt he wasn’t valued and therefore sabotaged the project. The Incredibles Teamwork and Leadership; Risk Mitigation. Gladiator Contingency Planning, Risk Management, Needs of Team Members, Controlling Processes. Thomas Crown Affair It’s business, not personal. (Uses the Godfather example). You’ve Got Mail Importance of Planning. Field of Dreams Planning – Benefits of a well planned project show up at execution. The Great Escape Trust your Project Manager, no matter how eccentric she (or he) may be. Father of the Bride Project Management Lessons Learned Movie
  • 71.
  • 72.
  • 73.
  • 74. Communication Channels Two people, one channel Three people, three channels Four people, six channels Five people, ten channels
  • 75.
  • 76.
  • 77. Isomorphic Team Structure Structure of the Deliverable Structure of the Project Team Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Technical Report Team Member A Team Member B Team Member C Team Member D Team Member E Project Manager
  • 78.
  • 79. Special Team Structure PROJECT MANAGER Specialist A Specialist B Specialist C Chapter 1 Chapter 2 Chapter 4 Chapter 3 Chapter 5
  • 80.
  • 81. Egoless Team Structure Chapter 1 Chapter 2 Chapter 4 Chapter 3 Chapter 5 Team Member A Team Member B Team Member C
  • 82. Surgical Team Approach Chapter 1 Chapter 3 Chapter 2 Chapter 4 Chapter 5 Administrative Buffer Chief Writer Special Assistant Specialist A Specialist B Specialist C Project Administrator Editor Demands on project staff time coming from other project
  • 83.