The document discusses key concepts in project management including defining a project, the attributes of a project, and the project life cycle. It notes that a project has specific objectives, tasks, resources, timelines, and is unique. The project life cycle includes initiation, planning, execution, monitoring/control, and closure phases. The document also covers benefits of project management like managing budgets/timelines, improving quality, and gaining competitive advantages. It emphasizes identifying needs through problem analysis and gathering stakeholder input before starting a project.

1. PREPARED BY:-
MS. RICHA MEHTA
AP (ECE)

2. UNIT-1
 Project Management Concept
 Attributes of a Project
 Project Life Cycle
 The Project Management Process
 Global Project Management
 Benefits of a Project Management
 Needs Identification

3. PROJECT

4. PROJECT
 A project is a set of tasks that must be completed in
order to arrive at a particular goal or outcome.
 Depending on the size and scope of the project, these
tasks may be simple or elaborate, but all projects can
be broken down into objectives and what needs to be
done to achieve them.

5. THREE THINGS THAT DEFINE
A PROJECT
TIME
COST
QUALITY

6. CHARACTERISTICS OF A
PROJECT
SPECIFIC
MEASURABLE
ACHIEVABLE
RELEVANT
TIME BOUND

7. ATTRIBUTES OF A PROJECT

8. KEY ATTRIBUTES OF A PROJECT
1. OBJECTIVE
2. TEMPORARY
3. UNIQUE
4. INTERDEPENDENT TASKS
5. RESOURCES
6. CUSTOMER
7. UNCERTAINITY

9. 1. OBJECTIVE
 Every project should have a well-defined objective, an
expected result or product.
 The objective of a project is usually outlined in terms
of scope, time and cost.
 For example, the objective for the refurbishing of a
primary school might be defined as being completed
within 4 weeks at a cost of Rs. 2,00,000 in a quality
manner that meets industry and education
departmental standards.

10. 2. TEMPORARY
 Projects have a specific time frame or fixed life span
with a definite beginning and end.
 For example, the refurbishing of a primary school
might have to be completed between Dec 20 and Jan
20.

11. 3. UNIQUE
 A project may be unique or a once-off endeavour.
 For example, some projects like designing a space
station are unique because they have never been
attempted before.
 The projects such as building a house or planning a
wedding are unique because of the customization they
require.

12. 4. INTERDEPENDENT TASKS
 Carried out through a set of interdependent tasks, that
is they are developed in increments.
 A project team should develop initial plans and then
update them with more detail based on new
information as the project progresses.
 For example, in the refurbishing of a primary school,
firstly plans must be drawn up, subcontractors
determined, licenses or permits obtained, materials
ordered etc.

13. 5. RESOURCES
 A project requires resources, often from various areas.
 Resources include
 People
 Organizations
 Equipments
 Materials
 Facilities.
For example, a wedding is a project that may involve
resources such as a caterer, a florist, reception hall, and a
limousine.

14. 6. CUSTOMER
 A project should have a primary customer or sponsor.
 Most projects have many interested parties or
stakeholders, but someone must take the primary role
of sponsorship.
 The project sponsor usually provides the direction and
funding for the project.
 For example, when a contractor builds a home for a
couple, the couple is the sponsor or customer funding
the project.

15. 7. UNCERTAINITY
 A project involves uncertainty because each project is unique, it
is sometimes difficult to define the project's objectives clearly,
estimate how long it will take to complete, or determine how
much it will cost.
 External factors also cause uncertainty, such as a supplier going
out of business or a project team member needing time off.
 This combination of assumptions and estimates causes a degree
of uncertainty that makes project management so challenging.
 For example, a contractor may supply and install a new computer
system on time, and within scope, however, the budget may blow
out due to the skyrocketing cost of parts imported from a
tornado-ravaged country (Gido & Clements, 2003; Schwalbe,
2014).

16. PROJECT MANAGEMENT
CONCEPT

17. PROJECT MANAGEMENT
 Project management is the use of specific
knowledge, skills, tools and techniques to deliver
something of value to people.

18. CONCEPT OF PROJECT
MANAGEMENT
 According to a survey by the Project Management
Institute (PMI), only 58% of organizations realize the
actual importance of project management and how it
allows them to effectively tackle the issues they face.

19. IMPORTANCE OF PROJECT
MANAGEMENT

20. PROJECT LIFE CYCLE

21. PROJECT LIFE CYCLE
INITIATION PLANNING EXECUTION
MONITORING
AND
CONTROL
CLOSURE OR
COMPLETION

22. PROJECT LIFE CYCLE

23. 1. INITIATION
 The project initiation phase marks the beginning of a
project by determining high-level expectations like
why a project is required, if it is feasible or not, and
what is needed to complete the project.
 Outputs of this phase include required stakeholder
approvals to proceed to the next phase,
documentation pertaining to project needs (business
case), and rough estimates of time and resources
required to complete the project (project charter), and
an initial list of stakeholders.

24. 2. PLANNING
 In the planning phase, project managers detail
the project scope, time frame, and risks.
 Completeness and continuity are the major
components of a successful project plan.
 Outputs of this phase include a detailed project plan,
a project communication plan (if there is no project
plan), budget baseline, project scheduling,
individual project goals, scope document, and updated
stakeholder registry.

25. 3. EXECUTION
 In the project execution phase, the project team
members are coordinated and guided through proper
project communication to get the work done as
explained in the approved project management plan.
 Additionally, this phase also covers the proper
allocation and management of other project resources
like materials and budgets.
 Project deliverables are the output of the execution
phase.

26. 4. MONITORING AND CONTROL
 During the project monitoring and controlling phase,
the time, cost, and performance of the project are
compared at every stage and necessary adjustments are
made to the project activities, resources, and plan to
keep things on the right track.
 Outputs from this phase include project
progress reports and other communications that
ensure adherence to project plans and prevent
larger milestones and deadline disruptions.

27. 5. CLOSURE OR COMPLETION
 The process of finalizing the project, reviewing the
project deliverables, and transitioning them to the
business leaders is called the project closure phase in a
project management life cycle.
 This stage offers time for both celebration and
reflection.
 Outputs from this project management phase include
approved project results and learnings that can be
applied to similar projects in the future.

28. PROJECT MANAGEMENT
PROCESS

30. PROJECT MANAGEMENT
PROCESS
 Project management is one of the critical processes of
any project.
 This is due to the fact that project management is the
core process that connects all other project activities
and processes together.
 When it comes to the activities of project
management, there are plenty. However, these plenty
of project management activities can be categorized
into five main processes.

31. GLOBAL
PROJECT MANAGEMENT

32. DEFINITION: GLOBAL
MANAGEMENT
 A Global Team is when the Project Manager or leader
is managing his/her team in minimum of two or more
countries.
 “Global project management is the application of
project management practices in a distributed setting
where the project stakeholders or the project work
takes place in multiple geographical regions or across
different cultures”.

33. GLOBAL MANAGEMENT
 To work globally, we allow customers and companies
to work together in more efficient and portable
manner through:-
 Conference Calls
 Video Conference Calls
 Instant Messages
 Short Message Service

34. MANAGING GLOBAL TEAMS
 Project Manager’s must track:-

35. FACTORS IMPORTANT FOR
GLOBAL MANAGEMENT
Have Respect for everyone
Time Zones
Different Language Barriers
Create Team Synergy
Leadership by Exception
Set Goals and Celebrate Achievements

36. 1. Have Respect for everyone

37. 2. Time Zones

38. 3. Different Language Barriers

39. 4. Create Team Synergy

40. 5. Leadership by Exception

41. 6. Set Goals and Celebrate Achievements

42. BENEFITS OF PROJECT
MANAGEMENT

43. 1. MANAGE BUDGETS AND
TIMELINES
 Strict budgets and timelines make it increasingly
difficult for organizations to complete a successful
project.
 With a devoted project management team,
organizations gain the tools and experience needed to
create a budget and timeline strategy that supports
project priorities.
 Juggling resources and supplies with effective
employee management helps project management
teams manage hard budgets and tight timelines.

44. BENEFITS OF PROJECT
MANAGEMENT
 When it comes to delivering a successful project
outcome that meets or exceeds the expectations of
your stakeholders, the benefits of project management
will not go unnoticed.
 Here are six key benefits of project management for
your organization.

45. 2. IMPROVE QUALITY AND
PRODUCTIVITY OF PRODUCT
 Project managers work diligently to better define goals
and optimize workflows to improve productivity and
project quality.
 With a clear roadmap in hand, teams can better
navigate the project and perform the required tasks,
ultimately improving the overall quality of work and
producing a high-quality product.


46. 3. MITIGATE PROJECT RISKS
 All projects pose a variety of risks that range from costs
to schedules to performance.
 Analyzing, communicating, and prioritizing project
risks are all areas in which project managers excel and
support their organization.
 With a dedicated project management team, you can
mitigate risks before they cause lasting damaging
effects to the project (or worse, to the company).

47. 4. IMPROVE RELATIONSHIPS
WITH STAKEHOLDERS
 Working with a variety of stakeholders, from investors
and executives to suppliers and vendors, can often feel
like there are too many cooks in the kitchen.
 Creating a core project management team can improve
the flow of communication to all involved parties,
manage mutual risks, and improve an organization’s
relationship with all stakeholders.
 A project manager must acknowledge the needs and
interests of each stakeholder to ensure the project
outcome is an accurate reflection of the goals.

48. 5. INCREASE CUSTOMER
SATISFACTION
 Every project is completed to suit the needs of the
consumer.
 A project management team that keeps a project on
task and develops a high-quality product or service will
go miles to increase your overall satisfaction of your
customers.

49. 6. GAIN A COMPETITIVE
ADVANTAGE
 Chances are your organization is in a competitive
marketplace, which means there’s often little to no
room for error.
 Leveraging the benefits of project management can
help give you an edge over the competition, improving
your product and relationship with customers and
stakeholders alike.

50. NEEDS IDENTIFICATION

51. NEEDS IDENTIFICATION
 An organization can create a project using a top-down,
bottom-up or a combined method.
 In the top-down method, upper management comes up
with the ideas for a project.
 In the bottom-up method, employees and middle
management create ideas for projects.
 In the combined method uses everyone in the organization
to come up with ideas for a project.
 An organization commonly assigns different teams to
different parts of the project.
 By implementing a needs identification system, the
organization helps to ensure the proper allocation of assets
to different projects within the organization.

52. NEEDS IDENTIFICATION
 1. Identifying Problems
 2. Reviewing Project Needs
 3. Gathering Basic Information
 4. Objectives and Opportunities

53. 1. Identifying Problems
 Identifying potential problems before the start of a project
can save the organization significant amounts of time and
money.
 In order to look at the functional needs of the project (what
the team needs to complete the project), the company
must explain to the team the business needs of the project
 Problem analysis is one of the most critical stages of project
planning because this stage helps to guide all subsequent
analysis and decision-making.
 If the project does not advance past this stage with
solutions that the organization can implement, the project
should not go forward in its current form.

54. 2. Reviewing Project Needs
 The need for the project is identified after the
organization makes observations about the project.
Observations are often subjective and therefore
someone with expertise about the proposed project
should help to make observations.
 A good observer can identify the needs of the project
by answering key questions about the project. If the
observations take into consideration the project itself
and the outcome of the project, the observations
should meet all of the needs of the project.

55. 3. Gathering Basic Information
 Observation and gathering information represent two
processes.
 Observations highlight what is needed. On the other
hand, gathering information highlights the processes
needed to execute the proposed project.
 Both observations and the actual gathering of
information should include comments from the group
that ultimately will benefit from the completed
project.

56. 4. Objectives and Opportunities
 Once the organization has analyzed the needs and
identified the objectives, the organization needs to
allocate funds to capitalize the project.
 By successfully identifying the needs, an organization
can begin to allocate resources to pay for the project.