Aviation industry often face turbulence due to mismanagement. Successful Project Management is necessary to make this Industry and Airlines profitable and survivable

1. FUNDAMENTALS OF AVIATION
PROJECT MANAGEMENT
BY
PARTHA CHAKRABORTY
Phd(Aviation Management)

2. WHAT IS A PROJECT
A project is a temporary
endeavor undertaken to create a
unique product, service or result.
Why Project, Project
Management, What is not a
Project, Process Groups, Types
of Projects, Program, Portfolio,
Project Management
Framework, Integrated approach.

3. Examples of a project
•Remodeling a house
-Start date
-End date
-Work is temporary
-Unique product

4. What is not a project
•Work which is ongoing and
repetitive is not a project
Examples of Not a project
•Exercising daily
-On going
-Not end date
-No unique product or service

5. WHY PROJECTS
To meet strategic business goals and objectives
•Compresses lifecycle
•Global competition
•Business needs
•Customer request
•Technological advance

6. WHAT MAKES PROJECTS
DIFFERENT?
•Projects vs. operations
•Soft skills and hard skills

7. SOFT SKILLS AND HARD SKILLS
• •Soft skills include communication and leadership
activities.
• •Hardskills include risk analysis, qualitycontrol,
scheduling,and budgeting work
• •A successful project manager needs both soft
and hard skills along with the judgment of when
each is more necessary

8. PROJECT LIFE CYCLE STAGES

9. WHAT IS PROJECT
MANAGEMENT?
•A successful project management means delivery of project result on time,
within budget and according to performance.
•Project management is accomplished through the use of the processes such as:
initiating, planning, executing, controlling, and closing

10. There are 5 process groups, 10
knowledge area,
• The process groups are
• •Initiation
• •Planning
• •Executing
• •Monitoring & control
• •closing
• The 10 knowledge areas are:
• •Project integration Management
• •Project scope management
• •Project time Management
• •Project Cost Management
• •Project quality management
• •Project Human resource management
• •Project Communication Management
• •Project Risk Management
• •Project procurement Management
• •Project stakeholder Management

11. Project Scope Management
• Describes the processes required to ensure
timely completion of project. It consists of
activity definition, activity sequencing, activity
duration estimation, schedule development
and schedule control.

12. Project Cost Management
• Describestheprocessesrequiredtoensurethatth
eprojectiscompletedwithintheapprovedbudge
t.Itconsistsofresourcesplanning,costestimation
,costbudgetingandcostcontrol.

13. Project Quality Management
• Describestheprocessesrequiredtoensurethatth
eprojectwillsatisfytheneedforwhichitwasunder
taken.Itconsistsofqualityplanning,qualityassur
ance,andqualitycontro

14. Project Integration Management
• Describes the processes required to ensure
that the various elements of the project are
properly coordinated. It consists of project
plan development, plan execution and overall
change control.

15. Project Risk Management
• Describes the processes concerned with
identifying, analyzing, and responding to
project risk. It consists of risk identification,
risk quantification, risk response
development, and risk response control.

16. Project Procurement management
• Describes the processes required to acquire
goods and services from outside the
performing organization. It consists of
procurement planning, solicitation planning,
solicitation, supplier selection, contract
administration, contract close out.

17. Project HR Management
• Describes the processes required to make
most effective use of the people involved with
the project. It consists of organizational
planning, staff acquisition, and team
development.

18. Project Communication Management
• Describes the processes required to ensure
timely and appropriate generation collection
and disposition of project information.It
consists of communication planning,
information distribution, performance
reporting, and administrative closure.

19. Project Stakeholder Management
• Include the processes required to identify the
peoples, groups or organization that could impact
or impacted by the project, to analyze stake
holders expectations and their impact on the
project, and to develop appropriate management
strategies for effectively engaging stakeholders in
project decisions and execution. It consists of
identify stakeholders, plans take holder
management, manage stakeholder
engagement,and control stake holder
engagement.

20. PROJECT GOALS AND CONSTRAINTS
• •Projects are undertaken to accomplish specific goals
• •Scope and quality measure performance and should result in
outputs that satisfy customers
• •Consider scope and quality subject to constraints oftime and cost
• •Opportunities may allow projects to exceed original expectations.
• •ProjectManagers (PMs) decide which goals and constraint stake
precedence

21. WHY PROJECTS FAIL
• •Not enough resources available for project completion.
• •Not enough time given to the project.
• •Project expectations are unclear.
• •Changes in the scope not understood or agreed upon by all
parties.
• •Disagreementregarding expectations for the project.
• •Adequate project planning is not used.

22. 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 airports
•Projects in oil & gas
•Projects in power
•Projects in water
•Projects in roads
•Projects in rail

23. SUCCESSFUL PROJECTS
• •Deliverables that include all of the agreed upon features.
• •Please theproject’s customers.
• •Meet quality goals.
• •Meet time and cost constraints.
• •People: Learn new skills and/or refine existing skills.
• •Organizational learning captured for future projects.
• •Earn business-level benefits:
• –development ofnewproducts,
• –increasedmarketshare,