Basics and Fundamentals of project Mangement

2. Biography
 Site Manager “LEONI Wiring System”
 19 years of experience
 Production Engineering Bachelor
 Project Management Diploma
 Human Resource Diploma
 NGO “None Governmental Organization” Management Diploma
 MBA with thesis in “Cost controlling in Manufacturing Org.”
 DBA in progress
Fundamentals of PM

3. Course Objective
Fundamentals of PM

4. Course Objective
 What is a project
 Why Project Management
 Project life cycle
 WBS
 Project manager
 Why project Success or fails
Fundamentals of PM
To understand;

5. WHAT IS PROJECT?
What is a project
Fundamentals of PM

6. What is a project
Fundamentals of PM
A project is an activity that :
 is temporary having a start and end date
 is unique
 brings about change
 has unknown elements, which therefore create risk
WHAT IS A PROJECT?

7. What is a project
Fundamentals of PM
 A job that has a beginning and an end (Time)
 A specified outcome(Scope)
 At a stated level of Performance (Quality)
 At a budget(Costs).

8. Fundamentals of PM
Generally projects are formed to solve a problem or take
advantage of an opportunity.
• Business as usual activities can often be mistaken for
projects.
• Generally it is the uniqueness of the activity that is the
deciding factor – do we do this every year? If so, then it is
not truly a project – although you can use project methods
to get it done.
What is a project

9. Operations are permanent endeavors “going and
repetitive” that produce repetitive outputs, with
resources assigned to do basically the same set of
tasks according to the standards in a product life
cycle.
3. Recommendations
Fundamentals of PM
Projects are temporary endeavor undertaken to
create unique products or services.

10. 3. Recommendations
Fundamentals of PM

11. What is a project
Fundamentals of PM

12. What is a project
Fundamentals of PM
A Project is a means to create ...

13. What is a project
Fundamentals of PM
Keep in mind...
There's always a challenge in a project
It's called the "Project Constraints"
Pushing too much in one direction causes
problems on the other.

14. What is a project
Coaching & Training Skills
On time
On budget
Quality
Fundamentals of PM
Meeting the goals that have been agreed upon
To do a successful project …

15. What is a project
Fundamentals of PM

16. Why Project Management
Why Project Management
Fundamentals of PM

17. Why Project Management
Fundamentals of PM
 To explore the latest concepts and techniques of project
management.
 To increase value/contribution to the organization.
 To prove yourself skillful in managing projects.
 To learn a new thought process that helps organized thinking and
structured approach.
 To acquire a professional degree/ recognition and increase job
prospects.
 Endless possibilities and benefits……..
Why do people learn PM?

18. Why Project Management
Fundamentals of PM
• To handle projects effectively in an organization.
• To define the project and agree with the customer
• To plan and assess resource needs for the project
• To estimate project cost and make proposals
• To plan & schedule activities in a project.
• To allocate the right resource at the right time.
• To assess risk and failure points and make backup plans.
• To lead a project team effectively and communicate well
Why do companies use PM?

19. What’s PMI
• PMI is the premier project management organization
in the world.
• It is a nonprofit, educational group intent on
advancing the practice of project management.
• It has around 500,000 members in over 150 countries
this is quite a feat for an organization that started in
1969 with five volunteers!
Fundamentals of PM
Why Project Management

20. What’s PMP
• It refer to Project Management Professional
• Online exam consist of 200 questions MCQ in 4 hr.
Fundamentals of PM
Why Project Management

21. What’s PMBOK® GUIDE
• A Guide to the Project Management Body of
Knowledge
• It also describes the project management life cycle
and its related processes, as well as the project life
cycle.
Fundamentals of PM
Why Project Management

22. Why Project Management
Fundamentals of PM
Management :
Management is the technique of understanding the problems, needs and
controlling the use of Resources, Cost, Time, Scope and Quality.
the process of dealing with/through or controlling things/people
Project Management :
Application of knowledge, skills , tools & techniques to project
activities in order to meet stakeholder needs & expectations from a
project.
Needs : stated part of the project
Expectations : unstated part of the project

23. Fundamentals of PM
Why we do projects?
Projects make it “possible”
Why Project Management

24. Fundamentals of PM
Deliverables: Tangible ‘things’ that the project produces
Milestones: Dates by which major activities are performed.
Tasks: Also called Actions. Activities undertaken during the project
Risks: Potential problems that may arise
Issues: Risks that have happened
Gantt Chart: A specific type of chart showing time and tasks. Usually
created by a Project Management program like MS Project.
Stakeholder: Any person or group of people who may be affected by
your project
Common Project TERMS
Why Project Management

25. Fundamentals of PM
Why Project Management

26. Fundamentals of PM
Gantt charts, PERT charts, critical path analysis
Why Project Management

27. Fundamentals of PM
Critical Path
Question : How to Crush activities of project plan ?
- Schedules compression
- What if scenario’s
- Applying calendars
- Schedules Baseline
- recourse requirements
Why Project Management

28. Project Life Cycle
Project Life Cycle
Fundamentals of PM

29. Project Life Cycle
Fundamentals of PM

30. Project Life Cycle
Fundamentals of PM
Project Life Cycle

31. Fundamentals of PM
The key to a successful project is on the planning.
All the detailed planning work for different aspects of
the project is integrated into one single plan known as
the Project Management Plan.
Project Management Plan :
“Tells How work will be done”
Project Life Cycle

32. Fundamentals of PM
WBS Hierarchy of tasks required to complete project
Each task is broken into smaller tasks that can be managed and
estimated.
Define task dependencies Some tasks must begin at the same
time, some must end at the same time and some cannot start
until the other tasks have finished.
Estimate task durations and cost
May be inputted into project management software
Final WBS plan is called baseline WBS
WORK-BREAKDOWN STRUCTURE
Project Life Cycle

33. Fundamentals of PM
Project Life Cycle

34. Fundamentals of PM
Project Life Cycle
Project Life Cycle

35. Fundamentals of PM
Initiating Process Group.
Those processes performed to define a new project or a new
phase of an existing project by obtaining to start the project
or phase.
Project Life Cycle
Project Life Cycle

36. Fundamentals of PM
Planning Process Group.
Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to
attain the objectives that the project was undertaken to achieve.
Project Life Cycle
Project Life Cycle

37. 3. Recommendations
Fundamentals of PM
Project Life Cycle
Executing Process Group.
Those processes performed to complete the work defined in the
project management plan to satisfy the project specifications.

38. Fundamentals of PM
Project Life Cycle
Monitoring & Controlling Process Group.
Those processes required to track, review, and regulate the
progress and performance of the project; identify any areas in
which changes to the plan are required; and initiate the
corresponding changes.
Project Life Cycle

39. Fundamentals of PM
Project Life Cycle
Closing Process Group.
Those processes performed to finalize all activities across all Process
Groups to formally close the project or phase.
Project Life Cycle

40. Project Manager
Project Manager
Fundamentals of PM

41. Project Manager
Fundamentals of PM

42. Fundamentals of PM
Project Managers ….
They must make sure that everything keeps to task, that potential
issues are quickly eliminated and the project is delivered on time, all
the while making sure everyone knows what is happening and the
project quality and budget are acceptable.
Specifically they:
 direct all activities required to successfully meet the project
objectives
 manage risk – scanning a head for potential issues and resolving
them before they become a problem
 solve problems - recommending alternative approaches to problems
that arise and providing guidance to the Project Sponsor
 track and report project progress
 communicate to all stakeholders in the project
Project Manager

43. Project Manager
Fundamentals of PM
A successful Project Manager must simultaneously manage the four basic
elements of a project:
resources, time, money, and most importantly, scope.
All these elements are interrelated. Each must be managed effectively. All
must be managed together if the project is to be a success. The resource
that can be leveraged to the greatest extent in all projects is the people
involved.

44. Fundamentals of PM
Why Project Management
A successful Project Manager must be good planner.

45. Fundamentals of PM
Why Project Management

46. Project Manager
Fundamentals of PM
90% of the Project Manager's job is
Communications

47. Project Manager
Fundamentals of PM
Skills and traits of an effective project manager:

48. Project Manager
Fundamentals of PM

49. Project Manager
Fundamentals of PM
A person with a diverse set of skills –management, leadership,
technical, conflict management, and customer relationship –
who is responsible for:
initiating
planning
executing
controlling
monitoring
and closing down a project.
THE PROJECT MANAGER

50. How to Implement PM
• Project Scope
• Identify Resources & Boundaries
• Identify Activity
• Planning & Scheduling
• Identify Critical Activities
• Project Control
• Identify and Control Risk along the project time
Fundamentals of PM
Project Manager

51. Project Management Knowledge Area
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Human Resource Management
• Communication Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management
Fundamentals of PM
Project Manager

52. Why Project Success ?
Why project Fails ?
Fundamentals of PM
Why Project Success or Fail ?

53. Fundamentals of PM
 Poor project and program management discipline
 Lack of executive-level support
 Wrong team members
 Poor communication
 No measures for evaluating the success of the project
 No risk management
 Inability to manage change
WHY DO PROJECTS FAIL?
Why Project Success or Fail ?

54. Fundamentals of PM
Communication Management
make sure everybody gets the right message at
the right time.
Why Project Success or Fail ?

55. Fundamentals of PM
Why Project Success or Fail ?

56. Fundamentals of PM
“Completion of Project on time within Budget without
comprising Quality”
We measure the success of a project using 4 major project
constraints, specifically:
1.Scope.
2.Cost.
3.Schedule (Time).
4.Customer satisfaction
(quality and performance).
Why Project Success or Fail ?

57. Fundamentals of PM
Why Project Success or Fail ?

58. Quotes
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Fundamentals of PM

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68. Conclusion
Conclusion
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69. Fundamentals of PM
Remember

70. Fundamentals of PM
Remember

71. Remember
Fundamentals of PM

72. References
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73. Fundamentals of PM