This document provides an introduction to project management based on the Project Management Institute's PMBOK Guide. It defines a project as a temporary endeavor with a definite beginning and end, aimed at creating a unique product, service or result. It discusses the differences between projects, programs and portfolios. The five major phases of project management are introduced as initiating, planning, executing, monitoring and controlling, and closing. Key aspects of each phase like developing requirements, estimating time and costs, tracking performance, and finalizing the project are summarized.

1. PROJECT
MANAGEMENT
INTRODUCTIONBASED ON PROJECT MANAGEMENT INSTITUTE PMBOK GUIDE
Sandeep Kedari
PMP® Certified in Project Management

2. WHAT IS PROJECT?
▪ Temporary endeavor to create unique Product, Service or Result.
▪ Has definite Beginning and End.
▪ Project Ends when objective is achieved, or objective is not
needed, or Project is terminated by Client or Sponsor.

3. PROGRAM AND PORTFOLIO
▪ Program is group of related projects, Sub-Programs managed in
coordinated way to obtain benefit to all Projects.
▪ Similar types of Projects are grouped under Program.
▪ Manages knowledge, skills, tools and resolve resource constraints.
▪ Portfolio is group of Projects, Programs, Operations managed to
achieve Strategic objective of Organization.
▪ Programs and Projects in Portfolio may not be interdependent.
▪ Portfolio Management is more aligned towards Organization goals.

4. ORGANIZATIONAL STRUCTURE
▪ Functional
▪ Organization is grouped by Specialization of functional areas.
▪ Staff members are grouped by specialty. E.g. Engineering, Marketing, Finance.
▪ Staff member have permanent group allocated.
▪ Projectized
▪ Organization is grouped by Projects.
▪ Staff members are assigned to Projects as per requirement.
▪ Staff members are moved to different projects after current Project is closed.
▪ Matrix
▪ Organization is based on Functional as well as Projectized to maximize strength
of both structures.
▪ Staff members have to report to Functional Manager as well as Project
Manager.

5. PROJECT MANAGEMENT OFFICE
▪ PMO standardizes management of Projects in Organization.
▪ Manages interdependencies.
▪ Provide Guidelines.
▪ Priorities Projects.
▪ PMO Types
▪ Supportive: Provides Policies, Low Control on Project Management.
▪ Controlling: Provides Support and Guidance, Moderate level of Control on
Project Management.
▪ Directive: High influence and control on Project Management.

6. STAKEHOLDER
▪ Stakeholder is Individual, Group or Organization who may affect,
be affected, or perceive itself to be affected by Project activity or
outcome.
▪ Stakeholder may or may not be involved in Project Management.
They can be internal part of Organization or any external
Organization.
▪ Stakeholders can exert influence over deliverables, team or
outcome of Project.
Stakeholder Management is important part of Project Management.

7. STAKEHOLDER TYPES
▪ Sponsor: Provides resource and support.
▪ Customers and User.
▪ Sellers and Suppliers.
▪ Business Partners.
▪ Organizational Groups: Finance, HR, Sales/Marketing, Legal,
Support.
▪ Other Stakeholder: Consultants, SME.

8. PROJECT LIFE CYCLE
▪ Project Life Cycle consists of-
▪ Starting Project.
▪ Organizing and Preparing.
▪ Carrying out Project Work
▪ Closing Project
Project Life Cycle Types – Predictive and Adaptive
▪ Predictive Life Cycle: Plan driven with fixed scope, schedule and
cost.
▪ Adaptive Life Cycle: Change driven. Need to adapt with changes
in scope, schedule or cost.

9. PRODUCT LIFE CYCLE
Series of Phases of Product from evolution of Product, Delivery,
Growth, Maturity till Retirement.

10. PROJECT MANAGEMENT PROCESS
▪ Initiating: Project is officially approved.
▪ Planning: Create Plan for Executing, Monitoring and Control and
Closing of Project.
▪ Executing: Actual Project Work.
▪ Monitoring and Controlling: Work result is tracked and compared
with baselines. Corrective/Preventive actions taken if needed.
▪ Closing: After Work is complete, or Project is Terminated, Closing
Process starts.

11. PROJECT MANAGEMENT PROCESS

12. INITIATING
▪ Project is initiated by Sponsor, PMO or Program.
▪ Project Charter is developed with help of Statement of Work
(SOW) to officially approve Project. Project Manager assigned as
this time.
SOW: narrative description of product or service to be delivered. SOW is
developed by internal project initiator or provided by Customer as per business
need.
▪ Identify Stakeholders and determine their influence, expectation
and impact.
▪ Create measureable objectives and uncover initial requirements,
risks, constraints and agreements.
▪ Divide larger projects into multiple phases.

13. PLANNING
▪ Create Plan for Executing, Monitoring and Control and Closing of Project.
▪ Determine detailed requirements and Project Scope.
▪ Estimate Resources, Time and Cost.
▪ Develop Baselines for Performance, Scope, Resources, Time and Cost.
▪ Plan Communication and Stakeholder engagement.
▪ Perform risk identification, risk analysis (qualitative and quantitative) and
risk response plan.
▪ Develop realistic and final Project Management Plan.
▪ Gain approval for Plan.
▪ Final kick-off meeting to start Executing Phase.

14. EXECUTING
▪ Acquire and Manage resources.
▪ Acquire Team, Manage People and Team building activities.
▪ Execute actual work as per plan.
▪ Produce Project deliverables.
▪ Gather Work Performance Data.
▪ Quality Assurance.
▪ Implement approved changes.

15. MONITORING AND CONTROLLING
▪ Measure Performance against set baselines.
▪ Analyze and evaluate performance.
▪ Determine variances in performance and suggest Corrective
Actions or Change Requests.
▪ Approve or Reject Changes with support from Change Control
Board (CCB)
Any changes to Baseline Requirements are implemented only after approval from
Change Control Board.
▪ Inform Stakeholders about changes implemented.
▪ Update Project Management Plan and Project Documents.
▪ Manage Configuration, Reserves, Procurements.

16. CLOSING
▪ Confirm Work is done as per Requirements.
▪ Gain final acceptance of Product.
▪ Hand-off completed Product, Service or Result.
▪ Get feedback from Customer about the Project.
▪ Complete financial Closure and Procurement Closure.
▪ Index and archive Project records for future reference.
▪ Gather Lessons learned and update Knowledge base.
Closing Project is equally important as it involves Financial, Legal
and Administrative efforts.

17. DOUBTS?
QUESTIONS?
COMMENTS?

18. THANK YOU!