Project Management

1. INTRODUCTION TO
PROJECT MANAGEMENT

2. LEARNING OUTCOMES
After attending this chapter you will be able to understand
o Project & its types
o Difference between project and routine work.
o Project Management & its Importance .
o Project Management Knowledge Areas
o Project Management and its life cycle or Stages.
o Role of strategy in projects management.
o Key Players of project and their roles

3. ICE BREAKING
o How many of you have been involved in a project?
o Anyone serve as a project manager?
o How do projects differ from ordinary work?
o What makes project work more difficult?
o How important is project management?
o What constitutes success in projects and how do we
achieve it?

4. WHY PROJECT MANAGEMENT?
o Coordinate the various interrelated processes of
the project.
o Ensure project includes all the work required, and
only the work required, to complete the project
successfully.
o Ensure that the project is completed on time and
within budget.
o Ensure that the project will satisfy the needs for
which it was undertaken.
o Promote effective communication between the
projects team members and key stakeholders.
o Ensure that project risks are identifies, analyzed,
and responded.

5. ADVANTAGES OF PROJECT MANAGEMENT
o Better control of human resources
o Improved customer relations
o Shorter development times, lead times
o Lower costs
o Higher quality
o Higher profit margins
o Improved productivity

6. WHAT IS PROJECT ?
A project is a sequence of Unique, Complex
and connected activities having one goal or
purpose must be completed by a specific
time, within budget, and according to
specification.

7. KEY CHARACTERISTICS OF PROJECTS
• A project has boundaries, so its extent is defined.
• A project is a one-time effort, usually requiring finite
resources.
• There are distinct start and end dates for projects.
• You know when you have reached the end of the
project.

8. TYPES OF PROJECTS.
o Educational Projects.
o Engineering and technology Projects.
o Construction projects.
o Business projects.
o Service Projects.
o Marketing Projects.
o HR Projects.

9. DIFFERENCE BETWEEN PROJECT AND PROGRAM

10. CHARACTERISTICS OF A GOOD PROJECT
The major characteristics of a project are as follows:
1. An established objective.
2. A defined life span with a beginning and an end.
3. Usually, the involvement of several departments and
professionals.
4. Typically, doing something that has never been done before.
5. Specific time, cost, and performance requirements.

11. PROJECT MANAGEMENT.
Project management is the process of achieving set goals with in
the constrains of time, budget, and staffing restrictions. It allows
you to get the most out of your available resources.
In Short
It is the process of defining, planning, organizing, leading and
controlling the development of a project.

12. PROJECT MANAGEMENT HELPS YOU ANSWER
QUESTIONS SUCH AS:
What is to be done?
Who will complete the task?
When must it be done?
How much will it cost?
What happens if work isn’t completed on time?

13. WHAT ARE THE CRITERIA FOR SUCCESS IN
PROJECT?
o Completion on time
o Completion within budget
o Completion with full functionality

14. PROJECT MANAGEMENT
KNOWLEDGE AREAS

15. Project Integration
Management
o Project Plan
Development
o Project Plan Execution
o Integrated Change
Control
Project Scope
Management
o Initiation
o Scope Planning
o Scope Definition
o Scope Verification
o Scope Change Control
Project Time
Management
o Activity Definition
o Activity Sequencing
o Activity Duration
o Estimating
o Schedule Development
o Schedule Control
Project Cost
Management
o Resource Planning
o Cost Estimating
o Cost Budgeting
o Cost Control
Project Quality
Management
o Quality Planning
o Quality Assurance
o Quality Control
Project Human
Resource Management
o Organizational
Planning
o Staff Acquisition
o Team Development
Project Communication
Management
o Communications
Planning
o Information
Distribution
o Performance Reporting
o Administrative Closure
Project Risk
Management
o Risk Management
Planning
o Risk Identification
o Qualitative Risk
Analysis
o Quantitative Risk
Analysis
o Risk Response
Planning
o Risk Monitoring and
CONTROL,
Project Procurement
Management
o Procurement Planning
o Solicitation Planning
o Solicitation
o Source Selection
o Contract
Administration
o Contract Closeout

21. THE TIME MANAGEMENT MATRIX
21
•Exam tomorrow
•Friend gets injured
•Pressing problems
•Deadline driven
Projects, Crises
•Planning, goal setting
•Prevention
•Paper due in a month
•Exercise & relaxation
•Relationship building
•Too much TV
•Endless phone calls
•Excessive computer
• games
•Other time wasters
• Excessive chatting
•Unimportant phone calls
•Interruptions
•Some emails, trivial
issues
•Peer pressure

22. Stress
Quadrant
Value
Quadrant
Deception
Quadrant
Regret
Quadrant
Time
management

23. Just Do
It
Adopt
It
Delegate
It
Avoid
It
Strategies

24. DELEGATION ENABLES YOU TO DEVOTE YOUR ENERGY TO HIGH
LEVEL ACTIVITIES IN ADDITION TO ENABLING PERSONAL
GROWTH FOR INDIVIDUALS AND ORGANIZATIONS.
24

25. DELEGATIONS REQUIRES A CLEAR, UP-FRONT MUTUAL
UNDERSTANDING OF AND COMMITMENT TO
EXPECTATION IN FIVE AREAS.
25
1. Desired Results
2. Guidelines
3. Resources
4. Accountability
5. Consequences

31. PROJECT MANAGER
COMPETENCIES, SKILLS AND
LEVEL

32. Business Achievement
Competencies.
Business Awareness.
Business partner
Orientation.
Commitment to
quality.
Problem solving
Competencies
Initiatives
Information Gathering
Analytical Thinking
Conceptual Thinking
Influencing
Competencies
Interpersonal
Awareness.
Organizational
Awareness.
Anticipation of Impact.
People
Competencies.
Motivating others.
Communication Skills.
Developing others.
Monitoring and
controlling.
Self Management
Competencies
Self Confidence.
Self Management.
Concern of Credibility.
Flexibility.

33. CONFLICT-HANDLING INTENTIONS

35. Shark
Turtle Teddy bear
Owl
What's Your Score ?
Fox

36. 36
The Competing
Shark

37. 37
•Sharks use a forcing or competing conflict management style
•sharks are highly goal-oriented
•Relationships take on a lower priority
•Sharks do not hesitate to use aggressive behavior to resolve
conflicts
•Sharks can be autocratic, authoritative, and uncooperative;
threatening and intimidating
•Sharks have a need to win; therefore others must lose, creating
win-lose situations
Advantage Disadvantage
If the shark’s decision is correct, a
better decision without compromise can
result.
May breed hostility and resentment
toward the person using it.

38. 38
Appropriate times to use a Shark Style:
when conflict involves personal differences that
are difficult to change
when fostering intimate or supportive relationships is
not critical
when others are likely to take advantage of noncompetitive
behavior
when conflict resolution is urgent; when decision is vital
in crisis
when unpopular decisions need to be implemented

39. 39
The Avoiding Turtle

40. Turtles adopt an avoiding or withdrawing conflict
management style
Turtles would rather hide and ignore conflict than resolve it;
this leads them uncooperative and unassertive
May help to maintain relationships that would be hurt by
conflict resolution.
Conflicts remain unresolved, overuse of the style leads to
others walking over them.
Turtles tend to give up personal goals and display passive
behavior creating lose-lose situations
Advantage Disadvantage
May help to maintain
relationships that would be hurt
by conflict resolution.
Conflicts remain unresolved,
overuse of the style leads to
others walking over them.

41. Appropriate times to use a Turtle Style
:
when the stakes are not high or issue is trivial
when confrontation will hurt a working relationship
when there is little chance of satisfying your wants
when disruption outweighs benefit of conflict
resolution

42. 42
The Accommodating Teddy Bear
42

43. •Teddy bears use a smoothing or accommodating
conflict management style with emphasis on human
relationships
•Teddy bears ignore their own goals and resolve
conflict by giving into others; unassertive and
cooperative creating a win-lose situation
Advantage Disadvantage
Accommodating maintains
relationships.
Giving in may not be
productive, bear may be
taken advantage of

44. 44
Appropriate times to use a Teddy Bear Style
when maintaining the relationship outweighs
other considerations
when suggestions/changes are not important
to the accommodator
when minimizing losses in situations where
outmatched or losing.
•when time is limited or when harmony and stability are
valued

45. The Compromising
Fox
45

46. •Foxes use a compromising conflict management
style; concern is for goals and relationships
•Foxes are willing to sacrifice some of their goals
while persuading others to give up part of theirs
•Compromise is assertive and cooperative-result is
either win-lose, lose-win or lose-lose
Advantage Disadvantage
Relationships are maintained and
conflicts are removed.
Compromise may create less
than ideal outcome and game
playing can result.

47. 47
Appropriate times to use a Fox Style
when important/complex issues leave no clear
or simple solutions
when all conflicting people are equal in power
and have strong interests in different solutions
when their are no time restraints

48. 48
The Collaborating Owl

49. 49
Advantage Disadvantage
Both sides get what they want and
negative feelings eliminated
Takes a great deal of time and
effort.
•Owls use a collaborating or problem
confronting conflict management style valuing
their goals and relationships
•Owls view conflicts as problems to be solved
finding solutions agreeable to all sides (win-
win)

50. 50
Appropriate times to use an Owl Style
when maintaining relationships is important
when time is not a concern
when peer conflict is involved
when trying to gain commitment through consensus
building
when learning and trying to merge differing perspectives

51. COMPETENCY LEVELS:
Knowledge (I can define it)
Comprehension (I Understand it)
Application (I have used it)
Analysis (I know how each part works)
Synthesis (I can adopt it to other uses)
Evaluation (I know when to use it)

52. PROJECT
MANAGEMENT LIFE
CYCLE

53. STAGE 1:
Conceptualizin
g-and-Defining
STAGE 2:
Planning-and-
Budgeting
STAGE 3:
Executing
STAGE 5:
Terminating-
and-Closing
STAGE 4:
Monitoring-and-Controlling
STAGE 4:
Monitoring-and-Controlling
Project
overview
Statement

54. 1-PROJECT OVERVIEW STATEMENT
o State the problem/Opportunity.
o Establish the Project Goal.
o Define the Project Objectives.
o Identify the Success Criteria.
o List Assumptions, Risk, Obstacles.
o Approval process.

55. 2-PLANNING AND BUDGETING.
o Define WBS.
o identify Project Activities.
o Estimate Activity Durations.
o Set Milestones.
o Develop Relationships among Activities
o Gantt Chart
o Float and CPM (critical path method)
o Determine Resource Requirement.
o Analyzing Project NETWORK.
o Cost Estimation (Budgeting)
o Prepare Project Proposal

56. 3-EXECUTING
o Recruitment and organize the project team.
o Level Project Resource.
o Schedule and Document work packages.
o Monitor and control progress.
o Close out the project.

57. 4-TERMINATING & CLOSING
o Train Customer.
o Transfer Documents.
o Reporting.

58. ORGANIZATION STRATEGY
AND
PROJECT MANAGEMENT
Strategy is implemented through projects. Every
project should have a clear link to the
organization’s strategy

59. WHY PROJECT MANAGERS NEED TO UNDERSTAND STRATEGY
 The first reason is so they can make appropriate decisions and
adjustments.
 The 2nd reason project managers need to understand their
organization’s strategy is so they can be effective project
advocates.

60. THE STRATEGIC MANAGEMENT :
Strategic management is the process of assessing
“what we are” and deciding and implementing
“what we intend to be and how we are going to
get there.
” Strategy describes how an organization intends to
compete with the resources available in the existing
and perceived future environment

61. FOUR ACTIVITIES OF THE STRATEGIC MANAGEMENT PROCESS
The typical sequence of activities of the strategic management
process is outlined here; a description of each activity then follows:
1. Review and define the organizational mission.
2. Set long-range goals and objectives.
3. Analyze and formulate strategies to reach objectives.
4. Implement strategies through projects.

63. Organization Culture
and
Project management

64. WHAT IS ORGANIZATIONAL CULTURE?
Organizational culture refers to a system of shared
norms, beliefs, values, and assumptions which binds
people together, thereby creating shared meanings.
• Culture reflects the personality of the organization
and, similar to an individual’s personality, can enable
us to predict attitudes and behaviors of organizational
members

65. CHARACTERISTICS OF ORGANIZATIONAL CULTURE
1. Member identity—the degree to which employees identify with the
organization as a whole rather than with their type of job or field of
professional expertise.
2. Team emphasis—the degree to which work activities are organized
around groups rather than individuals.
3.Management focus—the degree to which management decisions
take into account the effect of outcomes on people within the
organization.
4. Unit integration—the degree to which units within the organization
are
encouraged to operate in a coordinated or interdependent manner.
5. Control—the degree to which rules, policies, and direct supervision
are used to oversee and control employee behavior.

66. 6. Risk tolerance—the degree to which employees are encouraged to be
aggressive, innovative, and risk seeking.
7. Reward criteria—the degree to which rewards such as promotion and
salary
increases are allocated according to employee performance rather than
seniority, favoritism, or other nonperformance factors.
8. Conflict tolerance—the degree to which employees are encouraged to
air conflicts and criticisms openly.
9. Means versus end orientation—the degree to which management
focuses on outcomes rather than on techniques and processes used to
achieve those results.
10. Open-systems focus—the degree to which the organization monitors
and
responds to changes in the external environment.

68. CHALLENGES IN INTERNATIONAL PROJECTS.
o Political disturbances.
o Economy instability.
o Sudden changes in Tax laws.
o Time consuming government procedures.
o Cultural barriers.
o Patent Laws.
o Dispute settlements.