The document discusses improving project management processes. It describes projects, project management, and processes. There are nine key project management processes: scope, schedule, budget, quality, team, stakeholder, information, risk, and contract management. These processes can be improved through measurement, analysis, and change. Process improvement focuses on reducing defects, costs, and schedules. Continuous improvement is important to keep up with competition.

2. Improving the Project
Management
Processes in Project
M.Rehman Siddique
530
MELMS (Part II)

3. Project
 A project is
 A planned or proposed
undertaking.
 A collaborative enterprise,
frequency involving research
or design that is carefully
planned to achieve define a
particular aim.
 To achieve defined objective
and goal.

4. Project Management
 Project management is
the application of
knowledge ,skills ,tools
and techniques to
project activities to meet
project requirements.
This application of
knowledge requires the
effective management
of appropriate
processes.

5. Process
 A process is a set of
interrelated actions and
activities performed to
achieve a pre-specified
product ,result or
services .Each process is
characterized by its
inputs ,the tool and
techniques that can be
applied and the resulting
output.

6. Project Management Processes

7. Project Management Processes
 The nine project management processes are:
 1. Scope Management
 2. Schedule Management
 3. Budget Management
 4. Quality Management
 5. Team Management
 6. Stakeholder Management
 7. Information Management
 8. Risk management
 9. Contract Management

8. Contd…
 These processes have divided into two groups:
 1- Enabling processes
 2- Facilitating processes
The project management processes interrelated
with the project management phases during the
entire project management cycle. The graphic
below shows the relationship between the
project phases and the project management
processes.

9. Project Management Processes
and Phases

10. Contd…

12. Process improvement
 Understanding existing processes and
introducing process changes to improve product
quality, reduce costs or accelerate schedules.
 Most process improvement work so far has
focused on defect reduction. This reflects the
increasing attention paid by industry to quality.
 However, other process attributes can also be
the focus of improvement

13. Contd…
 Dr .W. Edward Deming used to say that there
are two kinds of organization…those that are
getting better and those that are dying. If you’re
standing still , you’re dying; you don’t know. Your
competition isn’t standing still. He used this point
to argue for continuous improvement in the
organization.
 Marvin Weisbord say that “Processes issue will
always affect task performance”.

14. The process improvement cycle
Analy se
Measure
Change

15. Process improvement stages
 Process measurement
 Attributes of the current process are measured.
These are a baseline for assessing improvements.
 Process analysis
 The current process is assessed and bottlenecks and
weaknesses are identified.
 Process change
 Changes to the process that have been identified
during the analysis are introduced.

16. Time-Cost Tradeoff Curve for a
Project
0
100
200
300
400
500
600
700
800
900
1000
1 2 3 4 5 6 7 8 9 10
Series1
Time Units
Cost

17. Process issue
 “You pain now or pain later". Good project
planning causes a lot of pain at the
beginning, but the pain diminishes as the
project progress . With no planning . There
is not much pain at the beginning, but it
grows significantly as the project goes
ahead.

18. Pain Curve in Project Management
0
1
2
3
4
5
6
7
8
1 2 3 4 5 6 7 8 9
Series1
Series2
No planning
Good planning
Time Scale
Pain level

19. Some of the processes of project
management
 Communicating
 Decision Making
 Leadership
 Problem Solving
 Creative Thinking
 Scheduling
 Planning
 The Work Itself
 Monitoring Status
 Change Control
 Meetings
 Team Building
 Conflict Resolution
 Administrative

20. Some Principles of Process
Improvement
 If we know how to improve processes in one
area, we should be able to apply the in other
area.
 Some principle are….
 Improve process quality.
 Implement concurrent processes.
 Add value as rapidly as possible at each
process step.
 Improve quality and timeliness of incoming
materials.

21. Contd…
 The right information at the right time.
 Streamline the flow of materials.
 Eliminate bottlenecks.
 Improve Process Quality
Anything that you can do to reduce errors that
lead to rework will improve overall process
performance, especially speed. Improvements
in planning generally reduce errors due to false
starts. Time spent planning must be balanced.
It is not productive if the team goes into
analysis because they are afraid to make any
planning errors.

23. Implement concurrent processes.
 If we can do as many things as possible in
parallel rather than in series, we can speed up
project work. Care must be taken to balance risk
with gains in speed. When interdependent tasks
are performed concurrently, you definitely
increase the risk that costs will be incurred
because the work done in one step negates that
done in the next step.

24. Add value as rapidly as possible at
each process step.
 Every step in the project should increase
the value of the final product that will be
delivered to the customer. Related to this
idea, perhaps as a the point about
eliminating any step that adds no value.

25. Improve quality and timeliness of
incoming materials.
 A manufacturer who receives raw
materials can hardly produce quality
products .Considerable time and money
were once spent on incoming inspection
of materials. Selection of good partnership
arrangements can greatly improve the
quality of incoming goods and reduce later
incurred cost of poor-quality of product.

26. DFA=Director Financial Accounting.
DMG=Director Material Group.

27. The right information at the right
time.
 If the information arrives
too late ,it will be no
beneficial to the current
job. If it arrives too early,
it may not be recognition
as relevant, through if an
error is to be made, then
it help to resolve the
issues.

28. Eliminate bottlenecks.
 A bottleneck is a point that restricts
the flow of materials. In construction
projects, bottlenecks are often
caused by agencies that must
approve building plan.
 A bottleneck, in a communications
context, is a point in the enterprise
where the flow of data is impaired or
stopped entirely. Effectively, there
isn't enough data handling capacity
to handle the current volume of
traffic.