The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.

2. Project Management
The ―Art‖ Of

3. Agenda
What is a project?
What is Project Management?
Project Management framework
Project Management Area of Knowledge
Why Project Management?
Benefits of Project Management in your life

4. WHAT IS A PROJECT ?

5. What is a Project?
A temporary endeavor Temporary undertaken to create a unique product, service or result

6. What is a Project?
A temporary endeavor Temporary undertaken to create a unique product, service or result

7. What is a Project?
1.Definite beginning and a definite end (Does not mean short duration)
2.Produce a product or artifact, quantifiable, an end item or a component item
3.A result, such as research results or documents
4.An improvement in an existing product or service

8. What is a Project?
Examples of projects include, but are not limited to:
Developing a new product, service, or result;
Effecting a change in the structure, processes, staffing, or style of an organization;
Developing or acquiring a new or modified information system (hardware or software);
Conducting a research effort whose outcome will be aptly recorded;
Constructing a building, industrial plant, or infrastructure; or
Implementing, improving, or enhancing existing business processes and procedures.

9. Quiz: 1
What is your first project ever?

10. Project vs. Operation
Operations are an organizational function performing an ongoing execution of activities.
Examples: Production, manufacturing, and accounting operations.
Projects help achieve the organizational goals when they are aligned with the organization’s strategy.
Projects require project management while operations require business process management (BPM) or operations management.

11. Project or Operation?

12. Project or Operation?
Wedding ?

13. Project or Operation?
Marriage ?

14. WHAT IS PROJECT MANAGEMENT?

15. What is Project Management?
is the application of knowledge, skills and techniques to execute projects effectively and efficiently.
It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets.
It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century
Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups:
Initiation
Planning
Execution
Monitoring and Controlling
Closure

16. The Role of Project Manager
Effective project management requires that the project manager possess the following competencies:
Knowledge:
Refers to what the project manager knows about project management.
Performance:
Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge.
Personal:
Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.

17. The Role of Project Manager
The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals.
Project managers need interpersonal skills such as:
•Leadership
•Team Building
•Motivation
•Communication
•Influencing
•Decision making
•Political and culture awareness
•Negotiation
•Trust Building
•Conflict Management
•Coaching

18. Project Management Institute PMI
Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide.
600,000 members representing 184 countries
Establishes project management standards, provide seminars, educational programs and professional certification.
http://www.pmi.org

19. PROJECT MANAGEMENT FRAMEWORK

20. Project Life Cycle
Initiating
Planning
Executing
Closing

21. Project Life Cycle
Initiating
Planning
Executing
Closing
Monitoring & Controlling

22. Project Management Process Groups
Initiating Process Group
 Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group

23. 1.Project Scope Management
2.Project time Management
3.Project cost Management
4.Project Quality Management
5.Project Communication management
6.Project Human resource Management
7.Project risk Management
8.Project Procurement Management
9.Project Integration Management
Area of Knowledge

24. 1.Project Scope Management
2.Project time Management
3.Project cost Management
4.Project Quality Management
5.Project Communication management
6.Project Human resource Management
7.Project risk Management
8.Project Procurement Management
9.Project Integration Management
Area of Knowledge

25. Project Management Process Group and Knowledge Area Mapping
KA/PG
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.6 Close Project or Phase
4.5 Perform Integrated Change Control
5. Project Scope Management
5.1 Plan Scope Management
5.5 Validate Scope
5.2 Collect Requirements
5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6. Project Time Management
6.1 Plan Schedule Management
6.7 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8. Project Quality Management
8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.3 Control Quality
9. Project Human Resource Management
9.1 Plan Human Resource Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project Communications Management
10.1 Plan Communications Management
10.2 Manage Communications
10.3 Control Communications
11. Project Risk Management
11.1 Plan Risk Management
11.6 Control Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Project Procurement Management
12.1 Plan Procurement Management
12.2 Conduct Procurements
12.3 Control Procurements
12.4 Close Procurements
13. Project Stakeholder Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder Management
13.3 Manage Stakeholder Engagement
13.4 Control Stakeholder Engagement

26. From PMBOK 5th Edition

27. Process Interaction
Inputs
•Documents or documentable items that will be acted upon
Tools & Techniques
•Mechanisms applied to the inputs to create outputs
Outputs
•Documents or documentable items that are a result of the process

28. Project Management Area of Knowledge

29. Scope refers to all the work involved in creating the deliverables of the project and the processes used to create them.
Performing extra work to what was originally agreed to.
Project should give exactly what the customer asked for, nothing more and nothing less.
Giving any extras is a waste of time and gain no benefit to the project!
As a rule, it is totally refused by PMI and other Project Management standards
Project Scope Management

30. Project Scope Management Overview
6. Control Scope
5. Verify Scope
4. Create WBS
3. Define Scope
2. Collect Requirements
1. Plan Scope Management

31. Alternatives generation
Benchmarking
Context diagrams
Decomposition
Document analysis
Expert Judgment
Facilitated workshops
Focus groups
Group creativity techniques
Group decision- making techniques
Inspection
Interviews
Meetings
Observations
Product analysis
Prototypes
Questionnaires and surveys
Variance analysis
Project Scope Management T&T

32. Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas.
The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner.
Project Time Management

33. Project Time Management Overview
7. Control Schedule
6. Develop Schedule
5. Estimate Activity Durations
4. Estimate Activity Resources
3. Sequence Activities
2. Define Activities
1. Plan Schedule Management

34. Alternatives Analysis
Analogous Estimating
Analytical techniques
Bottom-up Estimating
Decomposition
Dependency Determination
Expert Judgment
Group decision- making techniques
Leads and Lags
Meetings
Parametric Estimating
Precedence Diagramming Method (PMD)
Project Management Software
Published Estimating Data
Reserve Analysis
Rolling Wave Planning
Three-point Estimating
Project Time Management T&T

35. Project Cost Management
Purpose of every private organization is to maximize the profit and there are two ways to maximize the profit
• To win the order at maximum highest price (That is not possible in this imperfect competition market)
• To reduce the maximum manufacturing cost by setting different standards, and then management try to achieve these standard.
Cost, Budget & Price

36. Project Cost Management Overview
Control Costs
Determine Budget
Estimate Costs
Plan Cost Management

37. Analogous Estimating
Bottom-up Estimating
Cost Aggregation
Cost of Quality
Earned Value Management
Expert Judgment
Forecasting
Funding Limit Reconciliation
Group decision- making techniques
Historical Relationships
Meetings
Parametric Estimating
Performance Reviews
Project management software
Reserve analysis
Three-Point Estimating
To-complete Performance Index (TCPI)
Vendor Bid Analysis
Project Cost Management T&T

38. Project Quality Management
Quality management ensures that Project, product or service is consistent.
It has four main components: quality planning, quality control, quality assurance and quality improvement.
Quality management is focused not only on product and service quality, but also the means to achieve it.
Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.

39. Project Quality Management Overview
Control Quality
Perform Quality Assurance
Plan Quality Management

40. Additional Quality Planning Tools
Approved change requests review
Benchmarking
Cost of Quality
Cost-Benefit Analysis
Design of Experiments
Inspection
Meetings
Process analysis
Quality audits
Quality management and control tools
Seven basic quality tools
Statistical sampling
Project Quality Management T&T

41. Project Communication Management
Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.
Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others
Communication is the glue that connects the project stakeholders

42. Project Communication Management Overview
Control Communications
Manage Communications
Plan Communications Management

43. Communication Methods
Communication models
Communication Requirement Analysis
Communication Technology
Expert Judgment
Information management systems
Meetings
Performance reporting
Project Communication Management T&T

44. Project Human Resource Management
The most important resource to a project is its people—the project team. Projects require specific expertise at specific moments in the schedule, depending on the milestones being delivered, or the given phase of the project.
An organization can host several strategic projects concurrently over the course of a budget year, which means that its employees can be working on more than one project at a time.
Alternatively, an employee may be seconded away from his/her role within an organization to become part of a project team because s/he has a particular expertise.
Moreover, projects often require talent and resources that can only be acquired via contract work and third party vendors. Procuring and coordinating these human resources, in tandem with managing the time aspect of the project, is critical to overall its overall success

45. Project Human Resource Management Overview
Manage Project Team
Develop Project Team
Acquire Project Team
Plan Human Resource Management

46. Acquisition
Co-location
Conflict Management
Expert Judgment
Ground Rules
Interpersonal skills
Meetings
Multi-criteria decision analysis
Negotiation
Networking
Observation and Conversation
Organization Charts and Position Descriptions
Organizational Theory
Personnel assessment tools
Pre-Assignment
Project Performance Appraisals
Recognition and Rewards
Team-building Activities
Training
Virtual Teams
Project Human Resource Management T&T

47. Project Risk Management
Project Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities
Uncertain event or condition that, if occurs, has an effect (impact) On one or more project objectives (Time, Cost, Quality, Scope)
Impact could be +ve or –ve

48. Project Risk Management Overview
Control Risks
Plan Risk Responses
Perform Quantitative Risk Analysis
Perform Qualitative Risk Analysis
Identify Risks
Plan Risk Management

49. Analytical techniques
Assumptions analysis
Checklist analysis
Contingent Response Strategies
Data gathering and representation techniques
Diagramming techniques
Documentation reviews
Expert Judgment
Information gathering techniques
Meetings
Meetings
Probability and impact matrix
Quantitative risk analysis and modeling techniques
Reserve Analysis
Risk Audits
Risk categorization
Risk data quality assessment
Risk probability and impact assessment
Risk Reassessment
Risk urgency assessment
Strategies for Negative Risks or Threats
Strategies for Positive Risks or Opportunities
SWOT analysis
Technical Performance Measurement
Variance and Trend Analysis
Project Risk Management T&T

50. Project Procurement Management
Procurement refers to the aspects of project management related to obtaining goods and Service/Product from outside companies.
It does not refer to other internal organizations within your own company. (For the purposes of this discussion, purchasing and procurement are equivalent terms.)
While procurement is an area into which a project manager will give input, in many, and perhaps most companies, it's an area that the project manager doesn't own.
The project manager usually does not have the authority to enter into contracts on behalf of the company, and he is usually not asked to administer the contracts once they're in place. But it's still an area you need to know about.

51. Project Procurement Management Overview
Close Procurements
Control Procurements
Conduct Procurements
Plan Procurement Management

52. Advertising
Analytical techniques
Bidder conference
Claims Administration
Contract Change Control System
Expert Judgment
Independent estimates
Inspections and Audits
Make-or-buy analysis
Market research
Meetings
Payment Systems
Performance Reporting
Procurement Audits
Procurement negotiations
Procurement Performance Reviews
Proposal evaluation techniques
Records Management System
Project Procurement Management T&T

53. Project Integration Management
Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated.
It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.

54. Project Integration Management Overview
Close Project or Phase
Perform Integrated Change Control
Monitor and Control Project Work
Direct and Manage Project Work
Develop Project Management Plan
Develop Project Charter

55. Analytical techniques
Change control tools
Expert Judgment
Facilitation techniques
Meetings
Project management information system
Project Integration T&T

56. WHY PROJECT MANAGEMENT?

58. Why Project Management?
Planning With Accuracy and Practicality
Budgeting To The Best Of Your Ability
Effectively Negotiating With Others
Leading A Team Efficiently
Managing Contracts Effectively
Managing Risks Properly
Effective Reporting
Using Motivational Techniques

59. BENEFITS OF PROJECT MANAGEMENT IN YOUR LIFE

60. Benefits of Project Management in your life
Develop your career

61. Benefits of Project Management in your life
Develop your-self

62. Benefits of Project Management in your life
Managing your daily projects

63. Benefits of Project Management in your life
It’s a lifestyle !
Increased Productivity
Less Stress
Overall Satisfaction
Friendship

64. Benefits of Project Management in your life
Special Skills
Leadership
Negotiation
Maturity
Organized

65. Benefits of Project Management in your life
Be the CEO of your Own Life