The document discusses key concepts in project management including what constitutes a project, the project lifecycle, and project management processes. It defines a project as a temporary endeavor with a defined beginning and end that is undertaken to create a unique product or service. The project lifecycle involves five main processes: initiating, planning, executing, monitoring and controlling, and closing. It also outlines the ten knowledge areas that project management processes fall within according to the PMBOK framework.

1. Globalization
Resource
Utilization
Budget
Constraints
Evolving
Technology
Standardization
Customer Demands Accountability
Speed to
Market
Shareholder
Value
Consistent
Delivery
Efficiency
Executives Business & IT Directors PMO Directors
IncreasingComplexityof Business& Project Challenges

2. What is a project?
Aunique undertaking composed of interrelated activities which
hasawell defined beginning andend, often involving staff
from cross-functional groups, that operates under
specific constraints of resources,schedules, and requirements

3. What is a project?
Aunique undertaking composed of interrelated activities which
hasawell defined beginning and end, often involving staff
from cross-functionalgroups, that operates under
specific constraints of resources, schedules, and
requirements

4. What is Project?
Aproject is defined as any temporary endeavor undertaken
to create a unique product or service.
A project is a sequence of unique, complex, and connected
activities having one goal or purpose and that must be completed
by a specific time, within budget, and according to specification.
Attributes of projects
•unique purpose
•temporary
•require resources, often from various areas
•should have a primary sponsor and/or customer
•involve uncertainty

6. Operations
Projects
Project & Operations
Perform Some Work
Change Routine
UNIQUE:
Not Done Before
TEMPORARY:
Definite START & END
REPETETIVE:
Identical Replication
CONTINUOUS:
Non-Stop
Build a Road
Construct a Dam
Build a Refinery
Change Accounting System
Construct Home
Use a Road
Daily Water Supply
Produce / Refine Oil
Daily Accounting Entries
Live in Home

7. There is a “need”
Project is “born”
Why Projects Initiate?

8. Why Projects Initiate?
T
o meet strategic business goals & objectives:
⚫Strategic opportunity
⚫Business needs
⚫Market Demand
⚫Technological advance
⚫Legal requirements
⚫??
Examples

9. What is a Project?(Certain Objective)
What is a Project?
‘ Certain Objective that is planned and organized carefully over a period of time ’
Three Elements of Project (Triple Constraints)
Let’s Discuss about the Elements of Project
?
? ?

10. What is a Project?(Cont..)
Time
(Duration)
Resource
(Man power,
Facilities,
Cost…)
• What are the requirements?
• How much the cost?
• Benefit Basis
Three Elements of Project
• Start Date
• End Date ?
• What is the Output ?
• Purpose & Scope
• Product Performance Specification
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11. Project Success
Customer Requirements
satisfied/exceeded
Completed within allocated
time frame
Completed within allocated
budget
Accepted by the customer

12. Project Success
Project success is measured in relation to the project objective in
terms of:
• Scope (Project size, goals, requirements)
• Time/Schedule (Task durations, dependencies, critical path)
• Resources (People, Cost, equipment, material) and
• Customer Satisfaction/Quality.

13. Project Failure
Scope Creep
Poor Requirements
Gathering
Unrealistic planning
and scheduling
Lack of resources

14. Project Management
Project management is the discipline of planning, organizing, and managing
resources to bring about the successful completion of specific project goals and
objectives.
OR
Project Management is the application of knowledge, skills, tools and
techniques to project activities in order to meet project requirement. (PMBOK
Fourth Edition)
The purpose of project management is prediction and
prevention, NOT recognition and reaction

15. The goal of Project Management
. . . Delivering a quality
Product/Services/Solution
. . . Providing business value and
meeting customer needs

16. What Is Program Management?
Program:
⚫ Group of related projects
⚫ Projects managed together to harness greater opportunities and control
⚫ Can include elements that would ordinarily be out of scope for the
projectsbeingintegrated
Program Management:
The management of a collection of projects, often with a
focus on the efficient coordination of resources and
priorities

17. What Is Portfolio Management?
⚫ Portfolio Management:
The central management of one or more portfolios, which includes identifying,
prioritizing, authorizing, managing, and controlling projects, programs, and other
related work to achievestrategic businessobjectives

18. Enterprise Project Management
Enterprise Project Management (EPM), in broad terms, is the field of
organizational development that supports organizations in managing projects,
program, portfolio; integrative & collaborative environment.
Enterprise Project Management is not simply an application or a concept
“It is a set of uniform processes, methods, skills, and application solutions
that provide discrete benefits supported and managed by People”
Microsoft

19. Project Manager
⚫Someone responsible for
⚫Planning
⚫ Strategic
⚫Schedulingand coordinating
⚫ Tactical
⚫W
orking with people
⚫ Art
⚫ Soft skills

20. Personal Benefits of Project Management
⚫Provides focus and clarity
⚫Helps prevent fire-fighting
⚫Builds one’sreputation and network
⚫Develops portable skills and experience
⚫Allows you to be more strategicin your thinking/planning
⚫Enhances both professional and personal growth
opportunities
⚫Minimizes overtime and Helps you be more successful
with projects,which isgood for your career

21. Organizational Benefits of Project Management
⚫ Proper alignmentof projects to strategic objectives
⚫ Better wayof controllingbusiness/Enterprise
⚫ Better control of financial,physical,and human resources.
⚫Improved customer relations.
⚫Shorter development times.
⚫Lower costs.
⚫Higher quality and increased reliability
.
⚫Improved productivity
.
⚫Better internal coordination.
⚫Higher worker morale (less stress).

22. Project Management – Profession is critical
⚫PMCompetencyDevelopment
⚫StrongCommunity &Culture
⚫Recognition &Promotion
⚫BestPractice Sharing
⚫Professionalorganization Participation &Leadership (Advance
the profession)
⚫Mentoring
⚫Project consulting &reviews

23. Project Management Body Of .
Knowledge (PMBOK Guide)
PMBOK recognizes 5 basic process groups and 10 knowledge
areas typical of almost all projects. The basic concepts are
applicable to projects, programs and operations.
The five basic process groups are:
Initiating
Planning
Executing
Controlling and Monitoring
Closing.
Processes are described in terms of:
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)

24. Project Lifecycle
Initiation
Planning
Executing
Monitoring
&
Controlling
Closing

25. Project Management Process Groups
⚫Aprocess is aseries of actions directed toward aparticular result.
⚫Project management can be viewed asanumber of interlinked
processes.
⚫The project management process groups include:
⚫Initiating processes
⚫Planning processes
⚫Executing processes
⚫Monitoring and controlling processes
⚫Closing processes

26. Project Management Process Groups

28. PMBOK Guide – Knowledge Areas
In previous Slide, I discussed the project life cycle. There are 49 processes of project
management are divided into five process groups and these processes are also
divided among ten knowledge areas.
These are the 10 Project Management knowledge areas:
1. Project Integration Management
2. Project Scope Management
3. Project Schedule Management
4. Project Cost Management
5. Project Quality Management
6. Project Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

29. Initiating
⚫ Weneed to determine what the customer wants
⚫ W
e do this byidentifying:
⚫ Requirements
⚫ Goals
⚫ Deliverables
⚫ Successcriteria
⚫ Scope
⚫ Risks
⚫ Impact
⚫ Probability

30. Planning
⚫ W
e know what we want
⚫ Now
, we figure out how to do the work required
⚫ W
e do this by:
⚫ Performingarchitecture &design
⚫ Identifying activities:work breakdown structure (WBS)
⚫ Identifying dependencies between activities
⚫ Estimatingactivity duration
⚫ Estimating activity resource requirements
⚫ Schedulingactivities (start date, duration)

31. Executing
⚫ W
e have adetailed work plan
⚫ Now
, we get the work underway
⚫ W
e do this by:
⚫ Identify&Choose team members
⚫ Makingmembers available for the project
⚫ Organizingmembers into team(s)
⚫ Assigningwork to team(s)
⚫ Providingresources to the team(s)
⚫ Establishconstraints andfreedoms for the team(s)

32. Monitoring & Controlling
⚫ W
e have people working on activities
⚫ Now,we must ensure we are making adequate progress
⚫ W
e do this by:
⚫ Interviewingand observingprogressreports
⚫ Implementingversion control software
⚫ Providingmechanisms for requesting changes
⚫ Continuallyupdating plans (e.g.schedules)

33. Closing
⚫ W
e have completed all activities
⚫ The result should be that
⚫ All overall goalsare satisfied
⚫ Allconditions of satisfaction are met
⚫ Alldeliverables are ready for roll-out
⚫ Now
, we need to complete hand-over
⚫ W
e do this by:
⚫ Obtainingclient acceptance
⚫ Deployingdeliverables
⚫ e.g.media disks,printed manuals,online deployment/downloads
⚫ Performingapost-mortem analysis
⚫ How did we do?

34. Project Lifecycle & Organization
⚫UnderstandtheBroadercontextofProjects.
⚫ProjectLife Cycle–Overview
⚫Projectsvs. OperationalW
ork
⚫ProjectStakeholders
⚫OrganizationalInfluenceontheProjectManagement

35. Project Life Cycle – Overview
⚫ Collection of project phases that are generally sequential and
sometimes overlapping
⚫ A Project life cycle can be documented with a methodology
⚫ The unique aspects of the organization, industry or technology
can determine or shaped the project life cycle.
⚫ The life cycle provides the basic framework for managing the
project, regardless of the specific work involved

36. Project Life Cycle – Structure

37. Project Life Cycle – Characteristics
⚫ Vary in Size and Complexity
⚫ No matter what is size & complexity level, it is mapped in:
⚫ Starting Project
⚫ Organizing & Preparing
⚫ Carry out / Execution of Project Work and
⚫ Closing the Project
⚫ Cost & Staffing Level (Low / Peak / Drop)
⚫ Stakeholders’ influences, risk, and uncertainty are greatest at
the start of the project. These factors decrease over the life
of the project.
⚫ Cost of Change increases as the project progresses and the
product is getting maturity.

38. Product vs. Project Life Cycle Relationships
Project
Product

39. Project Life Cycle – Project Phases
⚫ Divisions within a project to have extra control for
effective completion of a major deliverable.
⚫ Project phases are typically completed sequentially,
but can overlap in some project situations.
⚫ The high level nature of project phases makes them
an element of the project life cycle.
⚫ A project phase is not a Project Management Process
Group
⚫ Number of phases, their Need and the degree of
control depend on the size, complexity, and potential
impact of the project.
⚫ All phases have similar characteristics.

40. Project Phases: Characteristics
⚫ When phases are sequential,at close of aphase some work product is
transfer or handoff asphasedeliverable.
⚫ This phaseend represents anatural point to reassess the effort
underway and to change or terminate the project if necessary.
⚫ These points are referred to as phase exits, milestones, phase
gates, decision gates, stage gates, or kill points.
⚫ DistinctWork &Responsibilitiesin different phases
⚫ Repetition of processes across all five Process Groups, provides the
desired additional degree of control, and defines the
boundaries of the phase.

41. Project Phases: Characteristics
⚫ Project Governance across life cycle.
⚫ Phase to Phase Relationship (3-types)
⚫ Sequential
⚫ Overlapping
⚫ Iterative
⚫ more than one phase-to-phase relationship may occur
during the project life cycle.

42. Project Phases: Characteristics

43. Organizational Influence on Project Management
Organizational Structure:
⚫Organizational structure is an enterprise
environmental factor which can affect the
availability of resources and influence how
projects are conducted.
⚫Organizational structures range from
functional to projectized, with a variety of
matrix structures between them.

44. Functional Organization
⚫ T
op driven
⚫ Eachemployee reports to onlyone manager and ultimately one
person is at theTOP
⚫ Normallyculture is Dictate and Follow - Bureaucracydoes exists
⚫ Each department is managed independentlyand has limited span
of control
⚫ People with similar skills and experience – easier to manage
⚫ Work assignment is easier &clear upward career path
⚫ Lines of reporting &information distribution are clear
⚫ Roles are clear &ability to develop skillsare better in aparticular
⚫ functional area

45. Projectized Organization
⚫ Organization that earns its revenue by doing projects
for others
⚫ Project manager has full authority to assign priorities
and to direct work of individuals assigned to the
project
⚫ For many complex / large and long term projects, this
is generally preferred organization
⚫ The success of such organization largely depends
upon clarity of purpose / quality of leadership and
level of motivation of the work force & excellent
communication systems within the stake holders

46. Organizational Influence on Project Management
Organizational ProcessAssets:
⚫ Include anyor all processrelated assets,
⚫ From anyor all of the organizations involved in the project
⚫ These process assets include formal and informal plans,policies,
procedures,and guidelines.
⚫ The process assets also include the organization’sknowledge bases
suchaslessonslearned andhistoricalinformation / data.
⚫ Updating and adding to the organizationalprocess assetsis
necessary throughout the project.
⚫ Generally is the responsibilityof the project team members.

47. Organizational Influence on Project Management
⚫Organizational ProcessAssets:
⚫Organizational processassets maybe grouped into two
categories:
⚫1 - Processes and Procedures
⚫The organization’s processes and procedures for conducting
work
⚫2 - Corporate Knowledge Base
⚫The organizationalcorporate knowledge base for storing and
retrievinginformation – Historicaldata

48. Enterprise Environmental Factors
⚫ Refer to both internal and external environmental factorsthat
surround or influence aproject’s Manager.
⚫ Enterprise environmental factors mayenhanceor constrain
project management optionsand mayhave apositive or negative
influence on the outcome.
⚫ They are considered asinputs to most planning processes.
⚫ Cultural and Socialenvironment
⚫ Understanding of economic, demographic, educational,
ethical, ethnic,religion and other characteristic of people
⚫ Political and International environment
⚫ Understanding of international, national,local laws and customs as
well as political aspects
⚫ Physicalenvironment
⚫ Local geography
, surrounding, etc

49. Most Important Skills and
Competencies for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
65

50. Different Skills Needed in Different Situations
⚫ Large projects: leadership, relevant prior experience,
planning, people skills, verbal communication, and team-
building skills are most important
⚫ High uncertainty projects: risk management, expectation
management, leadership, people skills, and planning skills
are most important
⚫ Very novel projects: leadership, people skills, having vision
and goals, self-confidence, expectations management, and
listening skills are most important