Project management
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The document provides an overview of key project management concepts including the project manager's role, the five process groups, common project documents, different project and organization types, and how to manage scope, schedule, costs, quality, resources, risks, stakeholders, and communications. It describes the project lifecycle from initiation through planning, execution, monitoring/controlling, and closure. Key outputs for each management process are identified.
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Project management
- 2. Table of Content Project Management Project Manager Role Process Group Project Documents Project Type Organization Type Change Request Kick-Off Meeting Project Plan Project Clouser
- 3. Project Management Project is a temporary Endeavor Project has a definite Start and End date Project has deliverable Product is the outcome of project Product is an ongoing thing Project management is the managing of project Program management is managing multiple similar projects Portfolio management is managing multiple different kinds of projects
- 4. Project Manager Role Communication (90%) Identify Stakeholder Identify Constraints & resolution Conflict Management Negotiation Build Team
- 5. Process Group Initializing Planning Executing Tracking Controlling Closing
- 6. Project Documents Project Charter Project Scope Statement Requirement Traceability Matrix Project Schedule Cost Management Plan Quality Management Plan Resource Management Plan Risk Management Plan Risk Register Stakeholder Management Plan Stakeholder Analysis Baseline Documents Approved version of Project Scope Statement Approved version of Project Schedule Approved version of Cost
- 7. Project Charter High Level Details Business Need/Business Case Project Description Project Scope Key Deliverables Project Objectives Stakeholders Budget Schedule Milestones Constraints Risks Project Manager
- 8. Project Type Predictive The three major constraints of the project, the scope, schedule and cost, are determined in detail at the beginning. Iterative/Phases The project is split up into phases or iteration which can be either sequential or overlapping. The scope is not determined ahead of time at a detailed level, but only for the first iteration or phase of the project. Adaptive ( Agile) The detailed scope is only determined ahead of time for the current iteration. During the iteration, the scope is decomposed into a set of requirements (deliverables) and the work to be done to meet those requirements (often called the product backlog) is prioritized. At the end of the iteration, the work on the product is reviewed by the customer, and the feedback from the customer is used to set the detailed scope of the next iteration.
- 9. Organization Type Functional All authority belongs to the functional manager in a functional organization. Projectized All authority belongs to the Projectmanager in a projectized organization. Matrix The authority of a functional manager moves vertically downwards, and the authority of the project manager moves sideways. Strong Matrix The project manager has more power than the functional manager. Weak Matrix The functional manager has more power than the project manager. Balanced Matrix The project manager and the functional manager has equal powers.
- 10. Kick off Meeting Project management plan reviewed by Stakeholders Held before executing project work Held with stakeholder Ensure everybody on same page Major topic like Schedule & Risk cover in this meeting
- 11. Change Request • Corrective • Preventive • Defect Change Request type • PM Discover CR • Forward CR to Change Control Board • If approve • Plan CR • Update Baseline documents • Implement the CR Change Request Steps
- 12. Scope Management What Include in Scope , What Not include in Scope Steps Requirement Collection Priority Define In scope/ Out scope Approval WBS Tools/Techniques Brainstorming User Story Prototype
- 13. Scope Management Output Project Scope Statement Scope Deliverables Acceptance Criteria Constraints Assumption Exclusion Eg: BRD
- 14. Schedule Management What start , When Ends Steps Define Activity Sequence Activity Estimate Activity Develop Schedule Control Schedule Reserve Analysis Contingency Manager Estimate Techniques Analogous Technique Parametric Technique
- 15. Schedule Management Output Project Schedule Start & Finish date of each activity Activity dependency with each other Eg: Activity Sequence Spreadsheet Eg: Microsoft Project Plan (MPP)
- 16. Cost Management How much for What Steps Define Resource Cost Define Quality Cost Define Risk Cost Define Salary Cost Define Rent Cost Estimate Techniques PERT Analogous Technique Parametric Technique Top-Down Bottom-Up Cost Variance Earned Value – Actual Value CV= EV- AC In Ideal scenario AC should be less or equal to EC
- 17. Cost Management Output Cost Management Plan Threshold Funding Decision Money Rules Level of Precision Reducing Cost Techniques Eliminate Nonessentials Less Expensive Resource Cut The Scope Control Cost Techniques Measuring Variances Measuring Changes
- 18. Quality Management What level Steps Standard (Acceptance Level) Assurance (Inspect work Done) Control (Measurement) Tools Benchmarking Checklist Flow Chart RCA Techniques Audit Acceptance Test Inspection Walk-through
- 19. Quality Management Output Quality Management Plan Quality Standards Acceptance Level Quality Control Activities Stakeholder Expectations Assurance Activities
- 20. Resource Management Who will do & what will do Steps Estimate Resource Acquire Resource Develop Team Manage Team Conflict Management Steps Rank the requirement Prioritize as per Project Objective Techniques Collaboration Reconciliation Postpone Agreement Force
- 21. Resource Management Output Staff Management Plan Acquisition Calendar Training Needs Release Plan
- 22. Risk Management What is Probability & What is impact Steps Plan Risk Identify Risk ( Probability & Impact) Response Risk (Mitigate Plan) Risk Score (Probalibity * Impact ) Monitor Risk Approach Tolerance Threshold Risk Response Strategy Accept the Consequences ( Low Probability & Low Impact) Mitigate Risk ( Reducing Impact) Transfer Risk ( Handing Risk to someone else )
- 23. Risk Management Output Risk Management Plan Method Role & Responsibility Budget Define Probability Define Impact Tracking
- 24. Stakeholder Management What is expectation & How can contribute Stakeholders Customer Project Sponsor Department Team members Steps Analyze stakeholder Impact Analyze stakeholder Authority Analyze stakeholder Involvement Make Group of stakeholder on basis of Requirement Authority Level
- 25. Stakeholder Engagement & Analysis Stakeholder Engagement Build Relationship Identify preferred communication Time, Medium & Frequency Feedback survey Stakeholder Analysis Name Department Position Requirement/Interests Influence Contribution Resistance
- 26. Communication Management Who, What, When & How Right People Right Information Right time Right Way Who What When How Sponsor Project Objective Weekly WSR Team Assignment Weekly Meetings Management Project Objective Initiation, Mid, Closure Documents
- 27. Project Clouser/release Verify the work with Scope Get Client Approval Financial Closure Document Closure Deliver Project Lesson Learned Document Feedback