The document provides an introduction to key concepts in project management. It defines what a project, program, and portfolio are, and describes project management, program management, and portfolio management. It discusses the project life cycle and phases, as well as factors involved in managing projects like the project team, organization, and environmental factors. The document also covers topics like project success criteria, types of project organizations, and the roles of the project manager.

1. INTRODUCTION TO
PROJECT MANAGEMENT
P R E S E N T E D B Y :
A N K I T K U M A R

2. WHAT IS PROJECT
It is a temporary endeavor undertaken to complete
or to meet project objective.
 A project should have a definite start and end.
 When project objective is reached then its called its
end.
 Project Outcome can be sum of tangible and
intangible.

3. TANGIBLE AND INTANGIBLE
Tangible:
A project is called to be tangible if its only motive is
related to capital. Means seen outcome.
Intangible:
A Project is called to be intangible if it also covering
the hidden feelings like social help , how it is going to
help people and also for reputation of the area or
country.

4. WHAT IS PROGRAM
Program is defined as it is a group of related projects
or sub programs to attain the objective which we
cannot get by managing individually.
 Projects within a program having the same outcome
or same desired objective.
 Program contains multiple no. of projects because
sometimes if the project is big then it is impossible
for a single person to handle it.

5. WHAT IS PORTFOLIO
Portfolio is defined as a collection of programs,
projects or sub portfolios to attain the strategic
objective of that project.
 A portfolio is created when in a project CEO find that
there will be some difficulties for PM so he creates
that to achieve strategic objective of project.
 It may or may not be directly involved in project.

6. PROJECT MANAGEMENT
It is defined as the application of knowledge , tools ,
skills and as well as techniques to meet the objective
of the project.
 It is totally depend on project manager that how he
runs the project and how much of knowledge and
techniques he has to complete objective.
 It has 47 processes in 5 process groups:
Initiating, planning, executing, monitoring & Control
and closing.

7. FACTORS TO MANAGE IN PROJECT

8. PROGRAM MANAGEMENT
It is defined as the application of knowledge, skills
,tools & techniques in a program to obtain the
requirement and benefits which cannot obtain
individually .
 It helps in the project by dividing that project into
related projects so that the outcome can be come
easily and more efficiently

9. PORTFOLIO MANAGEMENT
It is the management of one or more sub portfolios,
projects and programs to meet the objective in that
project.
Management of the portfolio is consistent with &
aligned to organizational strategies.

10. PMO ( PROJECT MANAGEMENT OFFICE)
It is a management structure that standardized project
related processes and provides the sources, tools and
techniques in a project.
 It has the authority to provide all resources that are
needed in a project.
 It provides formats like templates and procedure
that how work is to be done.

11. BUSINESS VALUE
It is the entire value of the organization or we can say
the total profit value of an organization.
 It is the total sum of tangible and intangible
elements.
 The organization always focus on attaining business
value.

12. ROLES OF PM(PROJECT MANAGER)
Project manager is only person who has to lead the
team to attain the objective.
 A project manager role is very different and
important in a project.
 He has to be very polite and has to be a good listener
 PM must have the decision making abilities.
 PM is responsible to fulfill the needs of the
employees related to project or may be personal.
 He should have main qualities: PKP ( Personality,
knowledge and performance.

13. ORGANIZATION
Organization is the systematic arrangement of the
different departments which work together to
achieve the same objective efficiently.
 Organization`s style to do work and its culture
affects on the how it conducts the project.
 Organization`s reputation depends upon the persons
or departments that how they work together.

14. TYPES OF ORGANIZATION
Three types of organization:
(1) Functional (2) Matrix (3) Projectized
FUNCTIONAL ORGANIZATION:
 In this type of organization all authority is in the
hand of the functional manager.
 In this the project manager has no right to take
single decision without the permission of the
functional manager.

15. MATRIX ORGANIZATION
Matrix organization is further divided into three parts:
 Weak
 Balanced
 Strong
Weak: This is same as the functional type but some
little decision taking authority given to PM.
Balanced: In this the role of FM & PM is mixed.
Strong: In this almost decision taken by Project
manager but not fully.

16. PROJECTIZED ORGANIZATION
 In this type of organization all decision is taken by
project manager.
 Project manager is the boss here or we can say
Highest personality for a project.
 Project manager can recruit his own team.
 He can do work as he want to there will be no
interference from higher department.

17. ORGANIZATION PROCESS ASSETS
Organization assets are the plans, policies, procedures,
archives of previous projects, templates which are to
be followed in an organization.
OPA are grouped into 2 categories:
 Processes & Procedures: It includes policies like HR
policies, HSE Policies Processes like Risk
management, Budget control etc.
 Corporate knowledge base : It includes financial
database like material rates, labor rates etc .

18. ENTERPRISE ENVIRONMENTAL
FACTORS(EEF)
EEF are that conditions which can influence direct the
project which are not in the hand of project team.
 These are the factors which has to be considered
during the start of project.
 It may have both +ve and –ve effects on the project.
 A PM has to prepare for these types of factors.

19. PROJECT SUCCESS
A project is only said to be successful if it is completed
within the scope, cost, quality, resources , with safety
and approved by senior authorities.
A project`s success is always measured to the last
baseline that is approved by authorized stake
holders.
Last baseline: Last baseline occurs when the change in
scope occurs during the project. Due to the change in
scope the time and operation may be different than
the first baseline so if this remains constant through
all project then this will be the last baseline.

20. PROJECT TEAM
Project team include project manager and group of
individuals like various discipline engineers or any
kind of staff that is helping or contributing together
to perform a objective of that project.
In the project team project manager is the main person
who has the responsibility to run his team so that he
can achieve the project objective in a sufficient way.

21. PROJECT TEAM COMPOSITION
A project team composition based on the factors that
what type of organization is this? It also depends on
organizational`s culture, scope and location.
Two types of composition:
 Dedicated
 Part time

22. PROJECT LIFE CYCLE
Project life cycle is the series of the phases through which a
project is passes from its beginning to its end. Or we can
say it is the total duration and steps taken to perform its
objective.
Two types:
 Plan driven approach: A Plan driven approach has a
definite time.
 Change driven approach: A change driven approach has a
definite scope of change.
Every project has five phases i.e.
Initiating,planning,Executing,Monitoring&contr
ol and deliverance.

23. PROJECT PHASES
It is a collection or group of related project activities that
are completed within the project to the closer of project.
Phase to phase relationship:
 Sequential relationship: the phase are to be completed
one by one or we can say the another phase will only start
after the completion of previous phase.
 Overlapping relationships: In this the preference given is
according to situation if by some reasons next phase is
not starting then we can start it later and we can start
next to that.

24. TYPICAL PROJECT LIFE CYCLE
 Feasibility: We have to analyze that will it work? Is it legal?
Etc.
 Financing: We will consider own resources or external like
FDI , equity etc.
 Statutory: In this the project must need to approved like land
clearance, tree cutting etc.
 Design management: Considering all kind of design like data
collection, engg. design etc.
 Bid management: In this Rate analyses, detail specification of
items to be done.
 Construction management: In this Cost, quality, HSE
management comes.
 Delivery management: In this hand over manuals, contract
closer is done.

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