Introduction to Project Management

1. UNIT I
PROJECT MANAGEMENT

2. Projects
Project is an activity whose start and end date are unique, brings
about change has unknown elements which therefore creates risk.
Project is defined as a sequence of tasks that must be completed to
attain a certain outcome
Project is accomplished by performing a set of activities.
Another aspect of project is the non-routine nature of activities.
Project consumes resources which are required for completing a
project

3. Projects
Project is an activity whose start and end date are unique, brings
about change has unknown elements which therefore creates risk.
Thus, project can be defined as an organized programme of pre
determined group of activities that are non-routine in nature and
that must be completed using the available resources within the
given time limit.

4. Features of a Project
• Uniqueness
• Specificity of Goal
• Complexity
• Sequence of Activities
• Risk and Uncertainty
• Change
• Customer-specific nature
• Interrelatedness
• Specified Time
• Sub-Contracting
• Optimality
• Unity in Diversity

5. Project Family Tree
PLAN
• National/Corporate Plan with target for growth
PROGRAM
• Health program, Educational program, R&D program
PROJECT
• Power plant, Hospital, Housing Project, etc.
WORK
PACKAGE
• Water supply, Power supply and Distribution package
TASK
• Award of water supply contract, Construction & Foundation
ACTIVITY
• Excavation, Laying of cable, Preparation of drawing

6. Classification of Projects
Quantifiable and
Non-Quantifiable
Project
Sectoral Projects
Techno-Economic
Project
Financial
Institution
Classification
Service Projects

7. Project Management
Project management is an organised venture for managing
projects, involves scientific application of modern tools and
techniques in planning, financing, implementing, monitoring,
controlling and coordinating unique activities or task produce
desirable outputs in accordance with the determined objectives
with in the constraints of time and cost.

8. What is NOT Project Management
• Project Management is not Personal Productivity
• Project Management certainly is not people management
• Project Management is not service management or Operation
• Project Management is not a Routine or Repetitive work.

9. Objectives of Project Management
• The successful development and implementation of all project’s procedure.
• Productive guidance, efficient communication, and apt supervision of the
project’s team.
• The achievement of the project’s main goal within the given constraints.
• Optimization of the allocated necessary inputs and their application to
meeting the project’s pre-defined objectives is a matter where is always
space for improvement.
• Production of a complete project that follows the client’s exclusive needs and
objectives.

10. Importance of Project Management
• Shortening of Project Life Cycle (PLC)
• Knowledge Advancement
• Triple ‘P’ Principle (Profit, Planet and People)
• Corporate Restructuring
• Customer Oriented Approach

11. TOOLS FOR PROJECT MANAGEMENT
 ProofHub
 Liquid Planner
 Zoho projects
 Basecamps
 Click up

12. Techniques for Project Management
 Classic Technique
 Waterfall Technique
 Agile Project Management
 Rational Unified Process
 Program Evaluation and Review Technique
 Critical Path Technique
 Critical Chain Technique
 Extreme Project Management

13. Classic Technique
 Simplest and traditional technique - sometimes the most appropriate
for running projects
Includes preparation of plan for upcoming work, estimating tasks to
perform, allocating resources, providing and getting feedback from the
team, and monitoring quality and deadlines.

14. Waterfall Technique
Also considered as traditional technique, but it takes the simple classic
approach to the new level
 Based on the sequential performance of tasks
 Next step starts when the previous one is accomplished
 To monitor progress and performed steps, Gantt charts are often used,
as they provide a clear visual representation of phases and dependencies

16. Agile Project Management
 Set of principles based on the value-centered approach
It prescribes dividing project work into short sprints, using adaptive
planning and continual improvement, and fostering teams’ self-
organization and collaboration targeted to producing maximum value
Agile frameworks include such techniques as Scrum, Kanban, DSDM,
FDD, etc.

18. Rational Unified Process (RUP)
 Framework designed for software development teams and projects
Prescribes implementing an iterative development process, where
feedback from product users is taken into account for planning future
development phases

19. Program Evaluation and Review Technique (PERT)
 One of widely used approach
 Developed by the US Navy during the Cold War to increase efficiency of
work on new technologies
 Involves complex and detailed planning, and visual tracking of work
results on PERT charts

20. Critical Path Technique (CPM)
Algorithm for scheduling and planning project works that is often used
in conjunction with the PERT method
Involves detecting the longest path from the beginning to the end of a
project, and defining the critical tasks
Critical are tasks that influence the deadlines of the entire project, and
require closer attention and thorough control

21. Critical Chain Technique
More innovative technique that derives from PERT and Critical Path
methods
Less focused on rigid task order and scheduling, and prescribes more
flexibility in resource allocation and more attention to how time is used
Emphasizes prioritization, dependencies analysis, and optimization of
time expenses

22. Extreme Project Management
Emphasizes elasticity in planning, open approach, and reduction of
formalism and deterministic management
Deriving from extreme programming methods, it is focused on human
factor in project management rather than on formal methods and rigid
phases

23. PROJECT TEAM

24. Project Team
 Successful projects are a result of careful planning, talent and
collaboration of project’s team members
 Project can’t move forward without each of its key team members
 It’s not clear who these members are or what role do they actually play
Five roles – Project manager, Project team member, Project sponsor,
Executive sponsor and business analyst

25. PROJECT MANAGER
Plays a primary role in the project and is responsible for successful
completion
Ensures that sufficient resources are given to project, while
managing relationships with the contributors and stakeholders

26. PROJECT TEAM MEMBER
 Individuals who work on one or more phases of the project
 Role can vary according to each project
PROJECT SPONSOR
 Driver and in-house champion of the project
 Validate the project’s objectives and participate in high-level project
planning
 Help resolve conflicts and remove obstacles

27. EXECUTIVE SPONSOR
 High ranking member of management
 Ultimate decision maker, with final approval on all phases
BUSINESS ANALYST
 Defines needs and recommends solutions to make an organization better
 Ensures project’s objectives solve existing problems or enhance problem
and add value to the organization
 Help maximize the value of project deliverables

28. Building Project Team
Following points should be kept in mind while building a project team:
 Selecting your team - Take care to choose the right people. Pick them for
their skills and abilities as they apply to your particular project.
 Set the tone and the ground rules - make it clear who is in charge and
what you expect from your team. This is where the team hierarchies and
reporting structures are restated.
 Setting clear goals - set them for your team as a whole and you must set
them for the individuals within your team. They must be unambiguous and
they must be mutually attainable.
 Achievable early goals - Make use of your goals to build team spirit and
enthusiasm. Do this by setting small, easily-attainable goals early on in
your project while your team is still bedding-in and settling down.
 Communication - everyone within your team knows what is going on

29. Roles and responsibilities of project manager
Role and responsibilities of a project manager can vary from
organization to organization. Sometimes, it may even change
depending on the need of the project.
But there are some core responsibilities that most project manager
needs to handle.

30. Roles and responsibilities of project manager
(Contd.)
 Planning
 Organizing
 Leading
 Monitoring
 Communicating
 Managing Risk

31. DETERMINANTS OF
PROJECT SUCCESS

32. PROJECT SUCCESS
Successful project is one which is delivered on time and managed
within the budget with happy and satisfied clients
A good project manager, an efficient team with support from top
level management, an overall comprehensive plan with proper
implementation, once involved stakeholder are some of the factors
leading to project success

33. Determinants of Project Success
 Comprehensive Planning
 Good Manager and Team
 Open Communication
 Well Defined Objectives
 Top-Level Management Support
 Sufficient Funds

34. Determinants of Project Success (Contd.)
 User Involvement
 Use of Technology
 Management of Risk
 Project Closure

35. PHASES OF
PROJECT LIFE CYCLE

36. PROJECT LIFE CYCLE
 Every project passes through various phases of a life cycle
No universal consensus on the number of phases in a project
cycle
Helps to understand the logical sequence of events in the
continuum of progress from start to finish

37. PROJECT LIFE CYCLE (Contd.)
 Project typically consists of four phases:
o Conceptualization
o Planning
o Execution
o Termination

38. Conceptulization
•Identifying project objectives and deliverables
•Outlining project risks, dependencies,
constraints, and priorities
•Establishing project scope based on
deadlines and available resources
•Submitting a project proposal for approval

39. Planning
•Translating your proposal into a series of actionable
tasks and scheduling them in a project roadmap
•Documenting processes or workflows that your team
will use
•Creating measurable short-term goals from high-level
project goals
•Addressing potential issues that could derail your
roadmap

40. Execution
This is the true start of the project, when you carry out all of the
tasks and activities you mapped out in the planning stage.
As a project manager, your main responsibilities of the project
execution stage are to:
• Monitor and control the execution process, reviewing the quality of the
team’s output
• Adjust and update tasks, goals, and deadlines to meet changing
conditions
• Communicate between your team and the project stakeholders

41. Terminations
•Hand off deliverables
•Release team members and project resources
•Analyze project performance in a project
retrospective

42. LIFE CYCLE PATH
 Follows either a “S” shaped path or a “J” shaped path
In “S” shaped path, progress is slow at starting and terminal phase and
is fast in implementation phase

43.  In “J” shaped path, progress is slow at starting and as time moves on,
progress of project improves at fast rate

44. IDEA GENERATION
 Project selection process starts with the generation of a project
idea. Ideas are based on technological breakthroughs and most of
the project ideas are variants of present products or services. To
stimulate the flow of ideas, the following are helpful:
 SWOT Analysis
 Fostering a conducive climate

45. ENVIRONMENT APPRAISAL
 A project manager or a firm systematically appraise the
environment and assess its competitive abilities. For the purposes
of monitoring, the business environment may be divided into six
broad sectors

46. ECONOMIC SECTOR
 State of the economy
 Overall rate of growth
 Cyclical fluctuations
 Inflation rate
 Growth rate of primary, secondary and territory sector
 Growth rate of world economy
 Trade surplus and deficits
 Balance of Payment

47. GOVERNMENT SECTOR
 Industrial policy
 Government programmes and projects
 Tax structure
 EXIM policy
 Financing norms
 Subsidies incentives and concessions
 Monetary policy

48. TECHNOLOGICAL SECTOR
 Emergence of new technologies
 Access to technical know-how, foreign as well as indigenous

49. SOCIO-DEMOGRAPHIC SECTOR
 Population trends
 Age shifts in population
 Income distribution
 Educational profile
 Employment of women
 Attitudes toward consumption and investment

50. COMPETITION SECTOR
 Number of firms in the industry and the market share of the top
few
 Degree of homogeneity and differentiation among the products
 Entry barrier
 Comparison with substitutes in term of quality and price
 Marketing polices and practice

51. SUPPLIER SECTOR
 Availability and cost of raw material
 Availability and cost of energy
 Availability and cost of capital

52. PRELIMINARY SCREENING
 Preliminary screening involves the elimination of the screening
ideas that are not so promising. Preliminary screening for project
management involves a few steps that are listed below:
 Compatibility with promoter
 Inputs availability
 Market Adequacy
 Cost Reasonableness
 Risk Acceptability