PM introduction

1. PROJECT
MANAGEMENT
LECTURE 01 : INTRODUCTION TO PROJECT MANAGEMENT
Mihiransie Elvitigala
BSc. (Hons) in Quantity Surveying
MSc. in Management (Reading)
Lecturer – Dept. of QS
FBESS - KDU

2. What is Project Management?
 Project management is the application of methods, processes, skills,
experience, and knowledge to complete projects in accordance with the
project acceptance criteria and within the agreed parameters.
 It involves the application of knowledge, skills, experience, tools, methods
and resources in the project.

3. Differentiating Project Management
from Management
Project Management
Contains deliverables that are
constrained to a defined budget
and time scale.
 Final Deliverable
 Finite Timespan
 Defined Budget
Management
An ongoing/continuous processes
or functions of the organization.
Strategic planning
Establishment of objectives
Arrangement and optimum
allocation of resources
Controlling the activities
Measurement of the results

6. Definition of a Project
 A project is a series of related tasks which when they are carried out in the
correct order will lead to the completion of the project.
 It is a temporary endeavor undertaken with an aim of creating a distinctive
output which can be a product, service or outcome.
 It has a specified beginning and finish time.
 A project has an acceptance criteria, plus agreed specifications.

7. Nature of a Project
1. A clear start and an end date –
There are projects that last several years but a project cannot
go on forever. It needs to have a clear beginning, a definite end,
and an overview of what happens in between.
2. A project creates something new –
Every project is unique, producing something that did not
previously exist. A project is a one-time, once-off activity, never
to be repeated exactly the same way again.

8. Characteristics of a Project
3. A project is not Business as usual –
Projects are often confused with processes. A Process is a
series of routine, predefined steps to perform a particular
function, eg: expense reimbursement approvals.
4. A project has boundaries –
A project operates within certain constraints of time, budget,
quality, and functionality.

9. Attributes of a Project
Project Goal – Achieving Client’s requirements
Project Process and Deliverable – It is a process aimed at achieving
specified objectives
Finite – A project is a temporary process with a finite duration.
Complex – Interlinked tasks, resources, disciplines, organizations.
Project Lifecycle – Has a distinctive and unique life cycle that passes through
several distinct phases
Resources – Material, Human (Labor), Equipment etc.
Risk – For a unique outcome which never existed has some uncertainty.

10. Project Constraints
Cost: The financial constraints of
a project, also known as the
project budget
Scope: The tasks required to
fulfill the project’s goals
Time: The schedule for the
project to reach completion

11.  Time and Scope: You can reduce your project scope to also reduce your project duration
if you’re running behind schedule. In the opposite case, you can increase the length of
your project timeline in case the project stakeholders come up with extra project
activities.
 Cost and Scope: By reducing the project scope, you’ll need to execute fewer tasks, which
means lower costs. In the opposite case, a larger project scope means higher costs.
 Cost and Time: In some projects, time and cost can be directly related. For example, the
costs of renting equipment or labor are directly proportional to the time you need them
for.

12. Time Constraint
 For the project to achieve its purpose, to reach its objective, and to deliver its value, the
project team should declare it done on a set date.
 Time constraints determine when activities or tasks of a project should start and when
they should end.
 The constraints include the defined deadlines for each important phase of the project
and the rollout of the final deliverable.

13. Start no earlier than
 Specifies the earliest date the team can start working on a task within a project.
 It may not specify a deadline but it can affect the progress of the project or the start of
dependent tasks.
 For example, the activity of laying the building foundation cannot start earlier than the arrival
of trucks to pour the cement.
Finish no later than
 Specifies when the latest date the team can finish a task within the project.
 This is a hard deadline that will impact the overall schedule of the project when missed.

14. As soon as possible
 An ASAP constraint is a type of time constraint with direct implications to
cost.
 Any delay incurs cost that affects the project budget limits. Conversely,
early start and completion can result in savings.

15. Scope Constraint
 Project scope refers to a project’s magnitude in terms of quality, detail, and deliverables.
 Provides a common understanding between the Project manager and the Project
stakeholders.
 Time and money are dependencies of project scope, because as the project scope grows,
the project will require more time and money to complete.
 Scope creep should be prevented by creating detailed project plans and getting project
stakeholders to sign off on everything before production begins.

16. Cost Constraint
 Cost constraints involve the financial limitations of the resources allocated
to the project budget and the overall limit on the total amount that can be
spent.
 It is important to estimate what the project will cost and set controls to
reduce the chances of the project going over budget.
 Cost overruns lead to Project Delays and even project failure.

17. Project Manager
The person who ensures the team meets the project goal within the set
timeline, budget and quality.
Largely responsible for the success or failure of the project.
Role of a Project Manager
→ Leading teams
→ Communicating with stakeholders
→ Defining goals
→ Seeing the project through its closure

18. Project Team
 Project team requires professionals with specific skills which are required
for the completion of the project, especially the technical skills along with
the managerial skills.

19. Project Management System
 A model for overseeing the execution of a project.
 Provides a framework for managing expectations, delegating
responsibilities and creating procedures.
 Helps the Project Manager to be more efficient with their time
and resource allocation.
 A project management system may use specialized project
management software – MS Project

20. Why use a Project Management
System
 Project Planning
 Budget Estimation
 Document Organization
 Time Management
 Task Delegation
 Resource Allocation
 Performance Tracking
 Communication and coordination
 Improved onboarding
 Risk Mitigation

21. Project Stakeholders
Individuals and organizations who are actively involved in the project, or
whose interests may be positively or negatively affected as a result of project
execution or successful project completion.

22. Project vs. Operations

23. Projects vs. Operations
OPERATIONS
 Process is repetitive
 Permanent process
 Equilibrium
 Less chances for risk
 Traditional hierarchy of
responsibilities
 Undergo several stages
 Doesn’t have uniqueness
 Stable
PROJECTS
• Always a new process
• Temporary process
• Disequilibrium
• High risk
• Informal responsibilities shared
• It has final end goal
• Has a uniqueness
• Unstable

24. Project Life Cycle
 There are many distinctive phases a project undergo to achieve the
objective under the given pre defined budget and duration.
 There are four main phases identified in a project.
 Initiation
 Planning
 Execution
 Closure

25. Initiation
 Concept Stage
 Identify a business need, problem, or opportunity and brainstorm ways
that your team can meet this need, solve this problem, or seize this
opportunity.
 Stage of determining whether the project is feasible, and identifying the
major deliverables for the project.

26. Steps in Project Initiation Stage
1. Undertaking a feasibility study:
Technical Feasibility – Site analysis, Site Justification, Detailing, User Analysis
Economical Feasibility – Cost Benefit Analysis, How economically viable it is for the
end user/client/public
Financial Feasibility – Investment vs. Return gained
Social Feasibility – Analyze involved social group; project has to be socially acceptable by
the community
Environmental Feasibility – Analyze the impact on existing nature by implementation of
the project

27. 2. Identifying scope: Define the depth and breadth of the project
3. Identifying deliverables: Define the product or service to provide
4. Identifying project stakeholders: Figure out whom the project affects and what their
needs may be
5. Developing a business case: Use the above criteria to compare the potential costs and
benefits for the project to determine if it moves forward
6. Developing a statement of work: Document the project’s objectives, scope, and
deliverables that you have identified previously as a working agreement between the
project owner and those working on the project

28. Planning
 Development Stage – Process of sorting out
 Breaking the larger project to smaller tasks, building teams, preparing
schedules for completion of assignments.
 Create smaller goals within the larger projects, which are achievable within
the timeframe.

29. Steps in Project Planning Stage
1. Creating a project plan:
Identify the project timeline, including the phases of the
project, the tasks to be performed, and possible
constraints
2. Creating workflow diagrams:
Visualize the processes to make the team members clearly
understand their role in a project
3. Estimating budget and creating a financial plan:
Use cost estimates to determine how much to spend on the
project to get the maximum return on investment

30. 4. Gathering resources:
Build the functional team from internal and external talent pools while
making sure everyone has the necessary tools (software, hardware, etc.)
to complete their tasks
5. Anticipating risks and potential quality roadblocks:
Identify issues that may cause the project to stall while planning to
mitigate those risks and maintain the project’s quality and timeline
6. Holding a project kickoff meeting:
Bring the team on board and outline the project in order to implement
the planned work.

31. Execution
 Turns the Plan into Action
 Keep work on track
 Organize team members
 Manage timelines
 Stick to the original plan

32. Steps for Project Execution Stage
1. Creating tasks and organizing workflows:
Assign granular aspects of the projects to the appropriate
team members, making sure team members are not
overworked
2. Briefing team members on tasks:
Explain tasks to team members, providing necessary
guidance on how they should be completed, and organizing
process-related training if necessary
3. Communicating with team members, clients, and upper
management:
Provide updates to project stakeholders at all levels

33. 4. Monitoring quality of work: Ensure that team members
are meeting their time and quality goals for tasks
5. Managing budget: Monitor spending and keeping the
project on track in terms of assets and resources

34. Closure
 Provide final deliverables
 Release project resources
 Determine the success of the project
 Evaluating what did and did not work with the project

35. Steps for Project Closure Phase
 Analyzing project performance: Determine whether the project's goals
were met (tasks completed, on time and on budget) and the initial
problem solved using a prepared checklist.
 Analyzing team performance: Evaluate how team members performed,
including whether they met their goals along with timeliness and quality of
work.
 Documenting project closure: Make sure that all aspects of the project
are completed with no loose ends remaining and providing reports to key
stakeholders

36.  Conducting post-implementation reviews: Conduct a final analysis of the
project, taking into account lessons learned for similar projects in the
future
 Accounting for used and unused budget: Allocate remaining resources for
future projects

37. The End