This document provides a comprehensive overview of project management, detailing the definition of a project, the project management framework, and key roles and responsibilities within project management. It covers essential components such as project phases, stakeholder identification, project planning documents, risk management strategies, and quality assurance processes. The document also outlines the processes involved in initiating, executing, monitoring, controlling, and closing projects.

1. PROJECT
MANAGEMENT
OVERVIEW
Sunil Guglani,PMP

2. Project Management
Framework

3. What is Project?
■ A Project is a:
– Temporary endeavor with a beginning and an end
– Creates a unique/service/result
– Progressively Elaborated, characteristics of the project will be progressively
detailed as the project is better understood.
– Temporary means every project has a definitive beginning and ending.
– Unique means that the deliverables are different in nature even though
recurring elements exist.
– E.g. Construction of a building, bridge, station, development of product,
software, feasibility analysis of requirement, Testing of a product
■ Phase:
– To manage the projects effectively the large projects can be divided into
project phases.

4. Triple Constraint

5. Program/Operation
■ Operation:
– Operations are ongoing and repetitive
– Example manufacturing, delivery services, teaching a class
■ A Program is a:
– Group of interrelated projects
– Interrelated could be because sharing resources, result of one is
effecting the other.
– A large projects divided into multiple projects is also called a program.
– This coordination of management provides decreased risk and
improved management which can not be achieved by managing them
individually.

6. Project Management Office
■ PMO:
– A department that centralizes the management of projects.
– It provides policies, procedures, methodologies, templates, tools and
techniques for project management.
– Provide guidance and training on project management.

7. Organizational Structure

8. Project Stakeholders
Key Stakeholders are:
– Project Manager
– Customer/User
– Performing Organization: The enterprise whose employees
are directly involved in the work of the project
– Project Team Member: The group performing the project
work
– Project Management Team: The member of the project
team directly involved in the management activities.
– Sponsor: The person/group financing the project.
– Influencers: People/group not directly related to
acquisition/use of the project but can positively/negatively
influence the course of the project.
– PMO

9. Project Stakeholders cont…
■ Stakeholders should be identified in Initiating or Planning
Process group.
■ Identifying the stakeholders in the later stage could impede
the performance of the project.
■ Project Manager is responsible for managing the expectations
of Stakeholders

10. Role and Responsibilities
Project Sponsor
– Provides Financial resources
– Issue/Approve changes Project Charter
– Provide Statement of Work(SOW)
– Give PM the authority
– Determine the priorities between the triple constraint
components
– Help tradeoffs between crashing, fast tracking and re-
estimating
– Approve or reject changes(Part of change control board)
– Clarify Scope Questions

11. Role and Responsibilities cont…
Project Manager
– Conduct Stakeholder Analysis
– Communicate to stakeholders
– Identify Quality Standards
– Develop major plans
– Manage, lead and develop team
– Resolve conflicts and issues
– Facilitate risk identification
– Performs or delegates the project management activities.
– Should perform all the core-PM activities by himself.
– Must have authority and accountability to accomplish the
project management work.
– Is accountable for project failure.

12. Role and Responsibilities cont…
Stakeholders are involved in
– Project Management Plan Development
– Approving project changes
– Scope Management
– Identifying constraints and risks
■ Customer
– Uses the project’s product
– Provides clear requirement
– Participates in stakeholder analysis
– Participates in quality assurance and determining quality
policies
– Do Scope/delivery verification

13. Project Management Process
Groups

14. Initiating Process Group

16. Project Charter
■ It is developed in the Initiating phase of the project.
■ Is issued by Sponsor/Project Initiator
■ Formally authorizes the Project Manager
■ Defines Business need of the project
■ Defines Project Objective
■ Key Stakeholders
■ Key project resources
■ Assumption and Constraints
■ Preliminary project scope statement
■ Major Deliverable and Milestones
■ Summary Budget
■ Acceptance Criteria

17. Planning Process Group

19. Project Management Plan
■ Project Mgt Plan is developed in the Planning phase of the project.
■ The high level planning is done in the initiating phase of the project.
■ All the outputs of Planning phase are the part of the project mgt plan.

20. Project Management Plan cont…
■ Project Plan includes following documents:
– Management Plan to describe how to plan, execute and control for all
the knowledge areas(Scope, Time, Cost, Quality, HR, Communication,
Risk and Procurement)
– Project Scope Statement
– WBS, WBS Dictionary
– Activity List and Activity Network Diagram
– Project Schedule
– Project Budget
– Staffing Management Plan
– RAM,RBS,OBS
– Change Control Plan
– Process Improvement Plan, Quality Metrics, Quality Checklist
– Risk Register
– Procurement Documents(RFP,RFQ, Contract Statement of Work)

21. Project Scope Management
■ 3 Major documents for project are
– Project Charter- Answers Why
– Scope Statement – Answers What
– Project Management Plan – Answers How
■ Scope Statement
– Is the only work required to be done for the project
– Contains a list of project deliverables
– Also includes
■ Project Objectives and requirements
■ Boundaries and deliverables
■ Constraints and assumptions
■ Acceptance Criteria

22. Project Scope Management
■ WBS- Work Breakdown Structure:
– Process of breaking down the major deliverables in smaller and more
manageable work packages.
– Is a communication tool for the project team/stakeholders
■ WBS Dictionary: Detailed description of WBS packages. Includes details
about description of work, resource, cost estimate etc.
■ Scope Baseline
– Scope Statement
– WBS
– WBS Dictionary

23. Work Breakdown Structure

24. Project Time Management
■ Activity Sequencing: involves identifying and documenting logical
dependencies between the activities
■ Activity Network Diagram: is the diagram with the dependencies and
relationships between the activities.
■ Critical Path:
– The longest path in the network diagram
– Float is zero
– More critical paths means more risks
– Use schedule compression(Fast Tracking/ Crashing)

25. Critical Path

26. Project Time Management
■ Top-Down/Analogous Estimate:
– In the initial phase of the project
– Derived using the actual duration of the previous, similar activities.
– When the scope is not well defined
■ Bottom-Up Estimate:
– Uses WBS and Activity List
– To be used when scope of the project is well defined.
– During the later stage of the project
– Time consuming technique
– More accurate
■ Three Point Estimate:
– O – Optimistic, P- Pessimistic, M –Most Likely activity duration estimate
– Standard Average= (O+M+P)/3

27. Project Time Management
■ Reserve Analysis: Adding additional time to project schedule/activities
– Contingency Reserves: are for known risks
– Management Reserves: are for unknown risks
■ Schedule Compression: Techniques to shorten to project schedule without
changing the scope
– Crashing:
■ Involve more people and resources
■ More cost
– Fast Tracking
■ Doing Activities in parallel
■ More risk

28. Project Cost Management
■ Activity Cost Estimating: Developing an approximation of the cost of the
resources required to complete the project activity.
■ Cost Baseline= Sum of Cost of all the Activities+ Contingency Reserve
■ Cost Budget= Cost Baseline + Management Reserve

29. Project Quality Management
■ Define Quality Metrics
■ Process Improvement Plan: Procedure or steps to analyze processes to
identify non-value added processes/activities.

30. Project Human Resource
Management
■ Staffing Management Plan:
■ How staff will be acquired
■ Timetable for adding staff
■ When and how team member will be added to and released from the
project.
■ Training needs of the team members
■ Recognition and Reward system

31. Proj Org Breakdown Structure(OBS)

32. RAM(Resource Assignment Matrix)

33. Proj Communication Management
■ Communication with
– Internal to Project
– External To project
– Sponsor
– Stakeholders
– Functional Managers
– Team Members
– Other Projects
■ Communication Methods

34. Project Communication
Management

35. Project Risk Management
■ What is Risk?
– An uncertain event or condition that has positive or negative impact on
the project.
– Events with positive impact are Opportunities
– Risk and uncertainty is high at the Initial Phase of the project
■ Risk Identification
– Most of the risk should be identified in Planning phase
– Risk identification is an iterative process
– All the team members and stakeholders should be involved in risk
identification.

36. Risk register

37. Project Risk Management
■ Risk Qualitative Analysis
– Subjective analysis of the risk using below factors
■ Probability of each risk(e.g. High, Medium, Low)
■ Impact(e.g. High, Medium, Low)
Risk Rating

38. Project Risk Management
■ Response Strategies for Threats
– Avoid: Eliminate the threat by eliminating the cause of the risk(e.g.
remove the activity from the scope)
– Mitigate: Reduce the probability or impact of the risk. Add required
work package in WBS for the same
– Transfer: Make another party responsible for the risk. E.g. Insurance,
Procurement , Outsourcing
■ Response Strategies for Opportunities
– Exploit(Opposite of Avoid): Add work package to make sure the
opportunities will occur
– Enhance(Opposite of Mitigate): Increase the probability and positive
impacts.
– Share: Allocate ownership to third party to enhance the chances.

39. Project Procurement Management
■ Make-or-Buy Analysis:
– Buy factors:
■ To decrease the risk
■ Cost of buying Vs Cost of Making
– Make Factors:
■ Cost of buying Vs Cost of Making
■ To retain control
■ Contract Type:

40. Project Procurement Management
■ Prepare Procurement Documents
– Request for Quotation: May involve final price for precise
requirements.
– Request for Proposal: Generally issued to request a detailed technical
proposal.
– Invitation for Bid: Used for goods and services, such as laptop, CPUs ,
software.

41. Executing Process Group

43. Project Human Resource
Management
■ Acquire Project Team
– Process of obtaining resources needed to complete the project work.
– Working and Negotiating with Functional Manager/Resource Manager
■ Develop Project Team
– Enhancing the ability of Team.
■ Powers and Authority of PM
– Formal/positional: Based on the person’s position in the company.
– Reward: Giving Reward. More responsibility, better role, promotion.
– Penalty: Penalize team member.
– Expert: Being the Technical/Domain/Project Management expert.
– Referent: Based on the project manager referring to some higher
authority in the company. E.g. group head asked to do this activity on
higher priority.

44. Project Quality Management
■ Perform Quality Assurance
■ Perform Quality Audits
■ Recommend Corrective Actions

45. Monitoring and
Controlling Process
Group

47. Integrated Change Control

48. Integrated Change Control
■ Conducted from Initiating through closing
■ Who can raise the change request:
– Stakeholders
– Customer
– Team Members
– Sponsor

49. Integrated Change Control
■ Impact Analysis needs to be done by Project Manager
■ Project Manger needs to verify Triple Constraint Impact.
■ Decision is taken by Change Control Board.
■ All the required Planning documents and performance
measurement baselines needs to be updated accordingly

50. Performance Reporting
■ Measure work with Performance Baseline
■ Generate Performance Reports
– Status Report: What is achieved so far.
– Forecast Report: Predicts future project status and
progress.
– Variance Report: Compares actual project results with
planned results. Used to analyze Cost and Schedule
variances.
– Progress Report

51. ■ Scope Verification:
– Process of obtaining formal acceptance of completed
deliverables from Stakeholders
– Scope Baseline(Scope Statement, WBS and WBS
dictionary) is used to inspect and verify.
■ Manage Project Team
– Performance Appraisals
– Conflict Resolutions
■ Sources of Conflicts:
– Schedule
– Project Priorities
– Resources
– Technical Opinions
– Personality

52. ■ Conflict Management Techniques
– Problem Solving: Win-Win
– Forcing: Win-Lose
– Compromising: Lose-Lose
– Smoothening: Lose-yield
– Withdrawal: Lose-Leave
■ Manage Stakeholders
– Resolve stakeholders concerns

53. Closing Process Group

55. ■ Get Formal acceptance of the product from the customer
■ Close the contract
■ Archive the project records
■ Gather the lesson learned from Team members and
Stakeholders
■ Handover
■ Release the resources

56. THANKS FOR
YOUR TIME AND
ATTENTION