The document provides an introduction to project management, defining it as the application of processes, methods, knowledge and skills to achieve project objectives. It explores the definition of a project, the project lifecycle including initiation, planning, execution, control and closure phases. Additionally, it discusses the roles, responsibilities and qualities needed for an effective project manager.

1. Introduction to Project
Management
Dr. Parmeshwar Biradar
MBA (Finance, HR, Operations Management), SET, PhD
( Commerce and Management)

2. 1
Project
Management
1.1 Defining Business Project Management
1.2 Exploring opportunities in the project management field
1.3 Developing Project management skills
1.4 Categorising different types of Business Projects
1.5 Understanding the difference between Projects &
Programmes.

3. Project Management

4. Project Management

5. Project Manager

6. Introduction
 In contemporary business and science a project is a collaborative enterprise, involving
research or design that is carefully planned to achieve a particular aim.
 Projects can be further defined as temporary rather than permanent social systems or
work systems that are constituted by teams within or across organizations to accomplish
particular tasks under time constraints.
 An ongoing project is usually called (or evolves into) a program. The word project comes
from the Latin word projectum from the Latin verb proicere, "before an action" which in
turn comes from pro-, which denotes precedence, something that comes before
something else in time.
 The word "project" thus actually originally meant "before an action". When the English
language initially adopted the word, it referred to a plan of something, not to the act of
actually carrying this plan out. Something performed in accordance with a project became
known as an "object".
 Every project has certain phases of development.

7. Project
A) Meaning:
Project means, planned set of interrelated tasks to be executed over a fixed period and
within certain cost and other limitations. Project management is the application of
processes, methods, knowledge, skills and experience to achieve the project objectives. In
general a project is a unique, transient endeavour, undertaken to achieve planned
objectives, which could be defined in terms of outputs, outcomes or benefits.
B) Definition:
Following are the definitions of the project by different authors:
1) J. Rodney Tumer:
“A project is a temporary organization to which resources are assigned to do work to
deliver beneficial changes.“
2) David I Cleland:
“Projects are like building blocks in the design and execution of strategies for an
organisation. Projects provide an organisational focus for conceptualising, designing, and
creating new or improved products, services and organisational processes.”

8. Project
B) Why Project Management? Or Need for Project Management:

9. Project
B) Why Project Management? Or Need for Project Management:
6) Provide a Process for Estimating Project Resources Time and Costs:
Using project management software, previous project experiences, and a solid project
initiation phase can provide the discipline needed to reduce project estimating errors,
increasing the likelihood that the project will finish on time and on budget.
7) Communicate Project Progress, Risks and Changes:
As a project progresses, stakeholders must be kept informed of the outcomes, changes,
stumbling blocks or successes that the project experiences.
8) Surface and Explore Project Assumptions:
All projects are based on assumptions to some extent. A good project manager delves into
user requirements, project constraints and management expectations to understand what
is said and what is not said.
9) Prepare for Unexpected Project Issues:
Every project runs into unforeseen issues, such as changes in market conditions, and is hit
with random cause variability.
10) Document, Transfer and Apply Lessons Learned from your Projects:
The last phase of project management focuses on “closing out” the project. The project
manager reviews how well each prior phase-project initiation, project planning, project
execution and project monitoring and control - was performed.

10. Project
C) Project Lifecycle:
The project manager and project team have one shared goal : to carry out the
work of the project for the purpose of meeting the project’s objectives.
Every project has a beginning, a middle period during which activities move the
project toward completion, and an ending (either successful or unsuccessful).
Initiating Planning Executing Controlling Closing

11. Project
C) Project Lifecycle:
1) Initiation Phase:
The project objective or need is identified.
This can be a business problem or opportunity.
2) Planning Phase:
The project solution is further developed in as much detail as possible and the steps necessary to meet the
project’s objective are planned.
3) Execution or Implementation Phase:
The project plan is put into motion and the work of the project is performed.
4) Controlling and Monitoring Phase:
After the project has been planned it is time to begin executing the project lifecycle. At this point, two
of the project management process groups come into the forefront to manage the project.
5) Closing Phase:
During the final closure or completion phase, the emphasis is on releasing the final deliverables to the
customer, handing over project documentation to the business, terminating supplier contracts,
releasing project resources and communicating the closure of the project to all stakeholders.

12. Project Selection and Criteria of Choice
A) Generic Process of Project Selection:

13. Project Selection and Criteria of Choice
A) Generic Process of Project Selection:
1) Identification of Projects:
The first step of this process is identification which requires a clearly defined and
communicated strategy. The best option would be to set up a strategy development
process that contains project identification and project selection as an integral part.
2) Evaluation and Prioritization of Projects:
Central part of the project selection process is evaluation and prioritization of identified
projects. There are a couple of methods available:
a) Net Present Value (NPV)
b) Internal Rate of Return (IRR)
c) Benefit / Cost Ratio (BCR)
d) Opportunity Cost (OC)
e) Payback Period (PP)
f) Initial Risk Assessment
3) Selection and Initiation of Projects:
Project selection and initiation is the step that naturally follows evaluation and
prioritization. A particularly delicate step of project initiation turns out to be the staffing of
project teams.

14. Project Selection and Criteria of Choice
A) Generic Process of Project Selection:
4) Review of Projects:
After project selection we need to regularly review projects that are under way in order to find out if
they are still in-line with our strategy. Thus, the first way of checking them is repeating the initial
evaluation with more accurate estimates as they become available; the second way is holding regular
project management review meetings in order to identify major problems on a per-project basis, via
project status reports.
a) From the Perspective of a Project Owner:
From the perspective of a project owner (for an internal project the organization is the project owner
as well and partially even the supplier):
1) Acceptance of feasibility studies.
2) Request for proposal (RFP) or request for quotation (RFQ).
3) Vendor selection / signature of contract.
4) Design freeze / approval of detailed planning documents.
5) Preliminary acceptance.
6) Final acceptance.
b) From the Perspective of a Supplier:
1) Bid / no bid decision.
2) Bid approval.
3) Signature of contract.
4) Order approval for sub-contractors.
5) Declaration "ready for preliminary acceptance".
6) Project closure.

15. Project Selection and Criteria of Choice
B) The Nature of Project Selection Models:
Project selection is the process of choosing a project or set of projects to be
implemented by the organization. Since projects in general require a substantial
investment in terms of money and resources, both of which are limited, it is of vital
importance that the projects that the projects that an organization selects provide good
returns on the resources and capital invested. This requirement must be balanced with the
need for an organization to move forward and develop. The high level of uncertainty in the
modern business environment has made this area of project management crucial to the
continued success of an organization with the difference between choosing good projects
and poor projects literally representing the difference between operational life and death.
There are two basic types of project selection models, numeric and nonnumeric.
Both are widely used. Many organizations use both at the same time, or they use models
that are combinations of the two. Nonnumeric models, as the name implies, do not use
numbers as inputs. Numeric models do, but the criteria being measured may be either
objective or subjective. It is important to remember that the qualities of a project may be
represented by numbers and that subjective measures are not necessarily less useful or
reliable than objective measures.

16. Project Selection and Criteria of Choice
C) Types of Project Selection Models:
Non-
Numeric
Models
The Sacred
Cow
The
Operating
Necessity
The
Competitive
Necessity
The Product
Line
Extension
Comparative
Benefit
Model

17. Project Selection and Criteria of Choice
C) Types of Project Selection Models:
a) Non-Numeric Models:
Non-numeric models include the following sub-types:
1) The Sacred Cow:
In this case the project is suggested by a senior and powerful official in the organization.
2) The Operating Necessity:
If a flood is threatening the plant, a project to build a protective dlike does not require
much formal evaluation, which is an example of this scenario.
3) The Competitive Necessity:
Using this criterion, XYZ Steel undertook a major plant rebuilding project in the late 1960s
in its steel bar manufacturing facilities near Chicago. It had become apparent to XYZ's
management that the company's bar mill needed modernization if the firm was to
maintain its competitive position in the Chicago market area.
4) The Product Line Extension:
In this case, a project to develop and distribute new products would be judged on the
degree to which it fits the firm's existing product line, fills a gap, strengthens a weak link,
or extends the line in a new, desirable direction.
5) Comparative Benefit Model:
For this situation, assume that an organization has many projects to consider, perhaps
several dozen. Senior management would like to select a subset of the projects that would
most benefit the firm, but the projects do not seem to be easily comparable.

18. Project Proposals
A) Key Components or Sections of Project Proposals:

19. Project Proposals
A) Key Components or Sections of Project Proposals:
1) Background Section:
The background expounds on the basic points of the introduction, often citing specific
reasons why the project plan is a good one, based on historical data, projections of future
needs and performance, and the current circumstances of the business.
2) Strategy Section:
With the strategy section of the project proposal, the goal is to outline all procedures that
are necessary to make the project successful. Often, the strategy helps to define short
term and long term goals for the project, explains how to systematically accomplish each
step and what type of return can be expected from the effort.
3) Budget Section:
The budget section gets down to what most decision makers must know before approving
any project: what is the cost involved with the implementation of the project proposal.
4) Outcome Section:
Finally, the project proposal points to the outcome of implementing the project. This is the
section where all of the benefits are spelled out clearly. The advantages may include such
items as reducing operating costs, increasing the public profile of the business, generating
more sales, or increasing profits due to more efficient use of available resources.

20. Project Proposals
B) Soliciting Project Proposals:
There is an old saying “be careful what you ask for, you just might get it.” This is true when
soliciting project proposals. It is important to specify what and how much information is
required to support the pre-screening process, and why Accordingly, project proposal
submission guidance from the PMB must be clear and unambiguous. Determining whether
a project is worthy of further scrutiny against more stringent screening criteria requires
some information from which to evaluate the project. Yet, there has to be a balance
between how much time and effort the sponsor spends collecting information and the
amount of information actually needed to make the evaluation. For purposes of pre-
screening, a simple project proposal is all that’s needed to determine suitability for further
consideration, containing information that is correct and in the right context (what is
known and unknown).

21. Project Proposals
C) Project Proposal Submission Methods:

22. Project Proposals
C) Project Proposal Submission Methods:
1) Top-down Method
In the top-down method, senior executives or managers suggest or even direct, specific
projects to be considered. Executives have their own perspective on which projects to
include for further screening and selection. Given their high-level positions within the
organization, their strategic view of the organizations operations and their knowledge and
understanding of what the organization is trying to accomplish, these executives generate
proposals for projects that lower-level personnel may not have considered due to their lack
of strategic perspective.
2) Bottom-up Method:
In the bottom-up method, project proposals are submitted, using the same template and
instructions described in the top-down method, from lower levels of the organization
through their respective organizational hierarchies to the pre-screening group.
3) Collaborative Method:
In the collaborative method, organizations establish working groups from various
functional areas, departments or business segments to work together to identify projects
proposals that support organizational goals and objectives.

23. Project Manager
A) Qualities of a Project Manager:
Qualities
of a
Project
Manager
Visionary
Organized and
Efficient
Honest and
Reliable
Highly Skilled
Communicator
Leadership
Abilities
Action-Oriented
Experienced
and
Knowledgeable

24. Types of projects
Complexity
• Simple /easy
• Complex/complicated
Source of Capital
• Public
• Private
• Mix
Project content
• Production
• Construction
• IT
• Service etc

25. Types of Business Projects
According to
involvement
• Departmental
• Internal
• External
Objectives
• Social
• Production
• Education
• Research
• Community
Importance
• Strategic
• Operational
• Recurring

26. Program Vs Project
Comparison Project Programme
Focus Content Context
Scope Well-defined, limited to an output Broad and adjustable
Timeframe Short term Long term
Components Small tasks Projects
Functional units Single Multiple
Tasks Technical Strategic
Produces Output Outcome
Deadlines Strict Flexible
Designers Mid-level staff Top-level staff
Success
Product quality, timeliness, cost
effectiveness, compliance and
customer satisfaction
Long-term benefits to the
organisation, ROI or new
cap

27. Project Manager
A) Qualities of a Project Manager:
1) Visionary:
Effective project managers are visionary. They have the ability to see the big picture and not lose sight
of it.
2) Organized and Efficient:
Good project managers are organized and efficient. They have excellent time management skills. They
are always punctual and meet their deadlines.
3) Honest and Reliable:
Honesty, reliability and responsibility are essential traits for a project manager. It is critical that the
manager means what she says and says what she means.
4) Highly Skilled Communicator:
Clear and effective communication is crucial. The effective manager keeps all team members and
stakeholders informed and up to date.
5) Leadership Abilities:
A project manager needs excellent people skills.
6) Action-Oriented:
A good project manager is action-oriented and results-driven. They have the ability to focus on their
goals and do not get distracted or discouraged by problems that inevitably occur.
7) Experienced and Knowledgeable:
The project manager's expertise must be evident to his team. Their experience and knowledge
command authority and respect.

28. Project Manager
B) Goals of Project Manager:

29. Project Manager
D) Special Demands on the Project Manager:

30. Project Manager
E) Roles of Project Manager:
The role of the project manager encompasses many activities including:
1) Planning and Defining Scope
2) Activity Planning and Sequencing
3) Resource Planning
4) Developing Schedules
5) Time Estimating
6) Cost Estimating
7) Developing a Budget
8) Documentation
9) Creating Charts and Schedules
10) Risk Analysis
11) Managing Risks and Issues
12) Monitoring and Reporting Progress
13) Team Leadership
14) Strategic Influencing
15) Business Partnering
16) Working with Vendors
17) Scalability, Interoperability and Portability Analysis
18) Controlling Quality
19) Benefits Realisation

31. Project Manager
F) Responsibilities of Project Managers:

32. The Project Team
A) Elements of Successful Project Team:

33. Project videos
• https://www.youtube.com/watch?v=Y93d9Pz
ohOM

34. Dam construction
• https://www.youtube.com/watch?v=13qOE2N
_AKs