Project Management_ppt [Compatibility Mode]

Project ManagementProject Management

Suresh Kumar . MBE., MBA

PROJECT :

Any activity starting with a description of a mission and ending with the completion of a

deliverable or product

Management:

Definition:

Management:

The technique or practice of controlling the use of resources such as cost, time

manpower materials etc.,

Project + Management

Specifications

Project management is getting the job done on time, within budget, according

to the specifications!

The Project Management Institute (PMI):

'The application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements.'

The Project Life Cycle:

Initiating Planning

Executing

Controlling

Closing

Project Management :

Procurement

Human Resources communication

Integration

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Risk Quality

Management

1. Analysis & evaluation phase

2. Marketing Phase

3. Design Phase

Project Management Phases:

4. Inspection, testing and delivery phase

5. Post completion analysis phase

Project Management Processes:

1. Project Processes

2. Process Groups

3. Process Interactions

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3. Process Interactions

4. Customisation

1. Project Processes:

Project Management - Describe & Organise the project work

Product Oriented - Specifying & Creating Product

2. Process Groups:

Initiating - Recognition to Start & establish commitment

Planning - Design & maintain schemes to accomplish goals

Execution - Co-coordinating people & processes Execution - Co-coordinating people & processes

Controlling - Monitor & Measure progress

Closing -Acceptance by the end user

3. Process Interactions:

Input –Tools & Techniques –output

4. Customisation

• Projects initiated at random at all levels

• Project Objective not in line with business objective

• Non dedicated team

• Lack of support form clients

• Project Manager with no prior experience

Why do Projects Fail?

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• Project Manager with no prior experience

• Lack of communication skills

• Non usage of productivity tools such as ICT

• Non Prioritisation of activities

• Less qualified / less dedicated manpower

• Failure of smooth communication

Good Project Management:

1. Define the Project

2. Reduce project to a set of manageable activities –Tasks –WBS

3. Pool in appropriate and necessary resources

4. Build team / teams

5. Allocate resources to the tasks

6. Monitor & control the tasks

7. Reporting at regular intervals

8. Close down on completion

9. Post evaluation – learning lessons

The Five Dimensional Management

Features

Quality

1. Features

2. Quality

3. Cost

4. Schedule

5. Staff

Cost Schedule

KIVIAT diagram

5. Staff

•Driver

•Constraint

•Degree of Freedom

Each dimension

project is considered successful when……………………………………

a) The product of the project has been manufactured

b) The project sponsor announces the completion of the project

c) The product of the project is turned over to the operations area to handle the ongoing aspects

of the project

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of the project

d) The project meets or exceeds the expectations of the stakeholders

The Five project Management process groups in order are…………………………………

a) Initiating, Executing, Planning, Monitoring and Controlling and Closing

b) Initiating , Monitoring and controlling, Planning , Executing and closing

c) Initiating, Planning, Monitoring and controlling, Executing and Closing

d) Initiating, Planning, Executing, Monitoring and Controlling, and Closing

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d) Initiating, Planning, Executing, Monitoring and Controlling, and Closing

During which project management process group are risk and stakeholders ability to influence project

outcomes the highest at the beginning of the process…………………………………

a) Planning

b) Executing

c) Initiating

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d) Monitoring and Controlling

You are a project manager working on gathering requirements and establishing estimates frothe

project. Which process group are you in ?

a) Planning

b) Executing

c) Initiating

d) Monitoring and Controlling

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You are the project manger fro a large construction project. The project objective is to construct a set of

buildings to house the Olympic support team that will be arriving in your city 18 months from the

project start date. Resources are not readily available because they are currently assigned to other

projects. Jimmy, an expert crane operator is needed for this projects two months from today. Which of

the following skills will you use to get Jimmy assigned to your project?

a) Negotiation and Influencing skills

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b) Communication and Organisational skills

c) Communication skills

d) Problem solving skills

Planning : Key issues

• Key Stages of the project

• Project logic diagram

• Key stages responsibility chart

• Estimates for key stages

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• Estimates for key stages

• Optimised Gantt chart

• Project risk log –Risk Management forms

• Project Operating budget

Initiate Planning

Develop SDP

Review & Approve SDP

Implement SDP processes and apply SPTO process

Project Structure

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apply SPTO process

Measure & Improve the process

Revise the SDP

Record lessons learnt

Characteristics of a Project:

• Resource Requirement

• Funds

• Probability of Completion

• Risk

• Design Changes

100ResourceRequireemnt

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START 1 2 3 4 5 FINISH

Probability ofCompletion

DesignChanges

Work Break down Structure (WBS):

1. Identify the key activities

2. Breaking each of these activities down to distinct tasks

3. Continue break down till manageable work packages are identified.

4. Does not show dependencies of tasks4. Does not show dependencies of tasks

5. It is not time based –no time scale

The Job Job Aspirants Selection Process

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vacancies Specs Sources Qualification Advt. Referral

Time Estimation:

1. Single Estimate Method

2. Three Estimate Method

Optimistic , Pessimistic & Most likelyOptimistic , Pessimistic & Most likely

Three Estimate MethodOptimistic (a) ,Pessimistic (c) & Most likely (b)

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The widely used methods

PERT ( Programme Evaluation & Review Technique)

was developed under US Navy special Project Office sponsorship in 1958

for Polaris missile project

CPM ( Critical Path Method)CPM ( Critical Path Method)

was developed in 1957 to aid in scheduling maintenance shutdowns of

chemical plants

Some Terminologies

1. Task Dependency

2. Task Constraint

3. Critical Path –series of tasks that must be completed on schedule

4. Critical task - a task that must be completed on schedule

5. Early Finish

6. Early Start6. Early Start

7. Lag and Lead Time

8. Late Start

9. Late Finish

10. Predecessor

11. Slack or Float time

12. Successor

Task Duration:

• Lead Time:

• Time which a successor task can over lap a predecessor task

• Lag Time:

• Time between a predecessor and a successor task• Time between a predecessor and a successor task

Start Date: 25-04-2010

Task Duration Predecessor Successor

1 2d 3

2 4d 3

An example:

2 4d 3

3 3d 1,2 5

4 2d 5

5 3d 4,3

T D P S

1 2d 3

2 4d 3

3 3d 1,2

4 2d 5

5 3d 4,3

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Some estimation Tools :

1. Algorithmic Model –algorithms to produce effort estimate as a function of a

number of variables or cost drivers.

2. Expert Judgment

3. Analogy –Comparison with completed projects3. Analogy –Comparison with completed projects

4. Top Down –Derived from global properties of the product

5. Bottom Up - each activity component separately estimated & summed

6. Automated Models –based on algorithmic model uses user inputs

Bottom –Up Estimation

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Demand Forecast –Karnataka State

89609000

11000P

Top Down Estimation

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2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

Risk Management :

Risk: Events or conditions that may occur and whose occurrence has a harmful or

negative impact on the project

Risk Management:Aims to identify the risks & take actions to minimise their effect on the project

Risk Components:

1. Risk Assessment - Identification

2. Risk Control - Reduce damage

3. Risk Ranking - Prioritising the risks

4. Risk Mitigation - dealing with risk and overcoming them

Risk Classification:

1. Risk Assessment & Identification

Checklists of possible risks, surveys, meetings, brain storming ………….

2. Risk Prioritising

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Focus on the highest risk. Each risk is labeled as low, medium & high

3. Risk Control

Identifying the action needed to minimise the risk consequences

Risk Categories

• Technical, Quality or performance Risks (Industry Risk)

• Project Management (Project Risk)

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• Project Management (Project Risk)

• Organisational Risks (Social & Political Risk)

• External Risks (Market Risks)

Risk Categories

Project Name

Technical Project Management Organisational External

Unproven Technology Schedule Planning Project Schedules Weather

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Quality of Technology Project Disciplines Unrealistic Objectives Labour Issues

Performance Risks Resource Planning Lack of Funding Catastrophic Risk

Complex Technology Cost Estimates

Budget

Tools for Risk Identification

• Documentation Reviews

• Information Gathering Techniques:

• Brain Storming, Delphi , Nominal Group Technique, Interviewing, SWOT

• Check List Analysis –based on historical information

• Assumptions Analysis –during planning process

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• Assumptions Analysis –during planning process

• Diagramming Techniques:

•Cause & Effect , Flow Charts , Influence diagrams

The Delphi Techniquewas originally developed by the Rand Corporation for the Polaris Missile Project, where it was used to forecast war strike scenarios and how to best react to them.

Divide thepeoplepresent intosmall groupsof 5or 6members, preferablyseatedarounda table.

Stateanopen-endedquestion (" What aresomewayswecouldencourageparticipants to car pool?").

Have each Person spend several minutes in silence individually brainstorming all the possible ideas and

jot theseideasdown.

Have the groups, collect the ideas by sharing them roundrobin fashion (one response per person each

time), while all are recorded in key term, on a flipchart. Nocriticism is allowed, but clarification in response

Nominal Group Technique

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to questions is encouraged.

Have each person evaluate the ideas and individually and anonymously vote for the best ones (for

example, the, best ideagetsPoints, next best 4Points, etc).

Share votes within the group and tabulate. A group report is prepared, showing the ideas receiving the

most points.

Allowtimefor brief grouppresentationson their solutions.

Cause & Effect or fishbone diagram

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Risk Rating = Probability + Impact (People + Property + Economy)

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Project Mindset - Characteristics

• Time – reducing time frame of processes

• Responsiveness – quickness of response – vibrancy & Liveliness

Mindset

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• Information Sharing – Power sharing

• Processes –emphasis on flexible processes

• Structured Planning – based on project management life

Progress Control :

1. Monitor Performance

2. Schedule updating against base line

3. Update Costs

4. Re plan stage schedule

5. Conduct Team status review

6. Prepare Status report

7. Update stage schedule

8. Summary Report (Flash Reports)

Follow Up

1. Quality

Schedule Review, Prepare Agenda for Review, Conduct Review, Follow up QR

Quality Certification

“QR Complete”

Quality Control

Product meets the required performance quality standard.

“QR qualified & complete”

Deficiencies identified & rectified, Does not need another QR

“QR qualified & in Progress”

Deficiencies are more and warrants another formal QR

Change Control

• Request for change – identify need based on request

• Look for alternate solutions–Evaluate the change request

• Actions for change – accept recommendations

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• Actions for change – accept recommendations

• Implement change - accommodate change

Change must involve the people - change must not be imposed upon the people

1.Increase urgency. 2.Build the guiding team3.Get the vision right4.Communicate for buy-in5.Empower action6.Create short-term wins

Eight Steps to Successful change

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6.Create short-term wins7.Don't let up8.Make change stick

• crow & the water jug – necessity is the mother of invention• Wind & the Sun – force is not always the best• The crab & his mother – Lead by example• The rich man and the tanner - given time you can get used to anything

Qualities of a leader :

� Enthusiasm

� lead by example

� High tolerance for Ambiguity

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� High tolerance for Ambiguity

� High coalition and team building skills

� Customer –Client orientation

� Business orientation

1. Your subordinates have not been responding to your

friendly conversation and obvious concern for their

welfare. Their performance is in a tailspin.

a. Emphasize the use of uniform procedures and the

necessity for task accomplishment

b. Make yourself available for discussion but do not push

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b. Make yourself available for discussion but do not push

c. Talk with subordinates and then set goals

d. Be careful not to intervene

Conflict

• Within yourself when you're not living according to your values

• When your values and perspectives are threatened

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• Discomfort from fear of the unknown or from lack of fulfillment

Conflict

Conflict is often needed:

1. Helps to raise and address problems.

2. Energizes work to be on the most appropriate issues.

3. Helps people "be real", for example, it motivates them to participate.

4. Helps people learn how to recognize and benefit from their differences.

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4. Helps people learn how to recognize and benefit from their differences.

Conflict is not the same as discomfort.

The conflict isn't the problem – But ,it is when poorly managed

Conflict

Conflict is a problem when it:

• Hampers productivity.

• Lowers morale.

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• Causes more and continued conflicts.

• Causes inappropriate behaviors.

Conflict Management

� Avoid the issue

� Find quick solution

� Share problem

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� Remove misunderstandings

� Try for a win-win situation

� Collaboration

Communication –Requirements & capabilities

� Communication Frequency

� –three media viz., written, In person and verbal

� Response

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� Response

� Behaviour pattern

� Barriers to Communication

Physical –Perceptional –Emotional –Cultural –Language –Gender &

Inter personal:withdrawal , Rituals , Past times, Games, Closeness

• marked out territories, empires and fiefdoms into which strangers are not allowed

• closed office doors, barrier screens, separate areas for people of different status

• large working areas or working in one unit that is physically separate from others.

Physical Barrier

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Perceptual Barrier

The problem with communicating with others is that we all see the

world differently.

A traveller was walking down a road when he met a man from the next town.

"Excuse me," he said. "I am hoping to stay in the next town tonight. Can you

tell me what the townspeople are like?"

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tell me what the townspeople are like?"

"Well," said the townsman, "how did you find the people in the last town you

visited?"

"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-

charged me for what I got. Gave me very poor service."

"Well, then," said the townsman, "you'll find them pretty much the same

here."

Emotional barrier is comprised mainly of fear, mistrust and suspicion. The roots of our emotional mistrust of others lie in our childhood and infancy when we were taught to be careful what we said to others.

Emotional Barrier

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others.

"Don't speak until you're spoken to";

"Children should be seen and not heard".

Where, however, there are barriers in a group, a high level of game-playing replaces good communication.

Behaviours that the group accept as signs of belonging.

Cultural Barrier

Language Barrier

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Language Barrier

Language that describes what we want to say in our terms may present barriers to others who are not familiar with expressions

Gender Barrier

• There are distinct differences between the speech patterns in a man and those in a woman.

• A woman speaks between 22,000 and 25,000 words a day whereas a man speaks between 7,000 and 10,000.

• In childhood, girls speak earlier than boys and at the age of three, have a vocabulary twice that of boys.

• When a man talks, his speech is located in the left side of the brain but in no

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• When a man talks, his speech is located in the left side of the brain but in no specific area.

• When a woman talks, the speech is located in both hemispheres and in two specific locations.

Inter personal Barrier

There are six levels at which people can distance themselves from one another:

1. Withdrawal is an absence of interpersonal contact.

2. Rituals are meaningless, repetitive routines devoid of real contact.

3. Pastimes fill up time with others in social but superficial activities.

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3. Pastimes fill up time with others in social but superficial activities.

4. Workingactivities are tasks which follow the rules and procedures of contact but no more.

5. Gamesare subtle, manipulative interactions which are about winning and losing.

6. Closeness is the aim of interpersonal contact where there is a high level of honesty and acceptance of yourself and others.

Communication –essential characteristics

� Allow information to percolate throughout organisation

� Ensure managers have answers to all questions

� Build employee trust –helps in getting feedback

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� Build employee trust –helps in getting feedback

� Humour can breakdown perceived barriers

� Over come barriers to communication

Monitoring & Control :

1. Tracking & Communication

2. Stage Administration – Plan, Change Control, Quality control ,Status reports

3. Establish Project Checkpoint Cycle

4. Version / Model Control

5. Acquiring Resources to carry out stage briefing

Progress / Status Report :

1. Accomplishments

2. Pending activities not completed

3. Activities to be taken up next

4. Details of Slippages if any

5. Cost over runs if any.

Project Closure

1. Importance

no drift in schedule, focus on lessons to be learnt , improves standard

processes, resource deployment.

2. Post Implementation Review –Tools –meetings & QRs2. Post Implementation Review –Tools –meetings & QRs

Maintenance issues, Stabilisation of the product, pending activities if any,

lessons’ learning.

3. Final Product Documentation

4. Close out

Post Implementation Review

• Final deliverables’ review–meet all the requirements

• Outstanding works – steps to complete all left over works

• Over all Project Review – all aspects from start to end

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• Over all Project Review – all aspects from start to end

• Process Review – scope for future improvements

PMIS – four major aspects

1. Information to Stake Holders

right information at the right time

2. Information shared to the higher level of management

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2. Information shared to the higher level of management

3. What if analysis –allocation of resources

4. Organisational learning

One day, the father of a very wealthy family took his son on a trip to the country with the express purpose of

showing him how poor people live.

They spent a couple of days and nights on the farm of what would be considered a very poor family.

On their return from their trip, the father asked his son, "How was the trip?"

"It was great, Dad."

"Did you see how poor people live?" the father asked.

"Oh yeah," said the son.

"So, tell me, what did you learn from the trip?" asked the father.

The son answered:

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The son answered:

"I saw that we have one dog and they had four.

We have a pool that reaches to the middle of our garden and they have a creek that has no end.

We have imported lanterns in our garden and they have the stars at night.

Our patio reaches to the front yard and they have the whole horizon.

We have a small piece of land to live on and they have fields that go beyond our sight.

We have servants who serve us, but they serve others.

We buy our food, but they grow theirs.

We have walls around our property to protect us, they have friends to protect them.“

Modern Trends in PM Perception

� Continuous Business Process Improvement (CBPI)

� Force Field Analysis – external factors

B= f(P,E) - Force Field Theory –driving force & restraining force to effect change -

Kurt Lewin (a social psychologist)

Tools:

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� Information Risk Management – track overruns

� Management Assurance Measure

� Quality Certification

� Strategic Inflection Point.

the time at which an organization takes a decision to change its corporate strategy to

pursue a different direction and avoid the risk of decline.

Imagine that you are a

manager deciding whether

to install new manufacturing

equipment in your factory.

You might draw up a force

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You might draw up a force

field analysis like the one in

Figure

Project Development Process Cycle

� Planning for review

� Conducting Review

� Take actions on the findings

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� Take actions on the findings

� Do continuous improvement

1. Believing in discontinuity & not continuity

2. Owning the problems and sharing the solutions

3. Breaking the status quo mentality

4. Stepping out of comfort zone

New Horizons in Project Management - 9 Steps

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5. Human capital by passing financial

6. Transform work culture from 5 to 7 dimensions

7. Real number of encounters replacing no. of years of experience

8. Seeking meaning out of change

9. Detachment from the fruits of results.

PM : Macro Issues

� Evolving Key Success factors (KSF)

� Empowerment title (ET)

Team members, Team leaders, Managers

Partnering Decision Making (PDM)

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� Partnering Decision Making (PDM)

A decision making senior works closely with the team

EVMS –BCWS –BCWP - ACWP

� Management by Exception (MBE)

Project Review Techniques

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Project Review Techniques

Review - Types

� Initiation Review (IR)

� Planning and Proposal Review (PPR)

Procurement Review (PR)

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� Procurement Review (PR)

� Quality Assurance Review (QAR)

Review - Technique

� Planning

� Preparing Agenda

� Issues critical to the project

� Brainstorming to discuss critical issues.

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� Summarise project success factors

� Continuous Improvement

Plan-Do-Check-Act –Quality cycle.

� Critical Success Factors

developed by Walter Shewhart, a statistician who developed statistical process control in the Bell Laboratories in the US during the 1930's.

Shewhart Cycle

Establish the objectives and processes necessary to deliver results in

accordance with the expected output.

Implement the new processes.

Shewharts Quality Cycle

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Implement the new processes.

Measure the new processes and compare the results against the

expected results to ascertain any differences.

Analyze the differences to determine their cause.

Six Sigma is a business management strategy, initially implemented by Motorola

Widely accepted definition of a six sigma process is one that produces 3.4

defective parts per million opportunities (DPMO)

Shift , Shrink , Stabilise

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defective parts per million opportunities (DPMO)

One Sigma = 690,000 DPMO = 68.26% efficiency

Two Sigma = 308,000 DPMO = 95.24% efficiency

Three Sigma = 66,800 DPMO = 99.73% efficiency

Six Sigma = 3.4 DPMO = 99.9997% efficiency

Understanding Variation

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If we take the height of all the people of India and draw a distributionOf frequencies it will tend to follow a normal distribution

MeanX-bar

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MeanX-bar LSLUSL

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LSL and USL are those specification limits beyond which your product doesn’t have a salable value in the market

MeanX-bar USLLSL

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Cp = T/6σ

34.13% 34.13%

13.60% 13.60%2.14% 2.14%

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-3s -2s -1s X +1s +2s +3s

68.26%

95.46%

99.73%

68.26% Fall Within +\- 1 Sigma

σ = SIGMA

0.13% 0.13%

1SD= 68% DATA

2SD = 95% DATA

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2SD = 95% DATA

3SD = 99%DATA

Higher σ = less variation= fewer defects= better performance

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Lower Specification Limit (LSL)

Upper Specification Limit (USL)

6 σprocess

3-Sigma VS 6-Sigma Process

LSL USL LSL USL1.5σσσσ1.5σσσσ

In every process it is observed that 1.5 Sigma long term drift takes place

6-σ= 99.99966%

3-σ= 99.73%

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-6 -5 -3 -2 -1 0 1 2 3 4 5 6 -6 -5 -3 -2 -1 0 1 2 3 4 5 6

Z- Scale Z- Scale66,807 DPMO 3.4 DPMO

3-Sigma Process 6-Sigma Process

Tax Advice (phone-in)100K

1KPurchased Material Lot

Reject Rate

Payroll Processing

Journal VouchersWire Transfers

Air Line BaggageHandling

Order Write-upAverageCompany

Restaurant Bills Doctor Prescription Writing

(6210 ppm)

Benchmarking(66810 ppm)

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SIGMA (with ±1.5 Sigma Shift)

2 3 4 5 6 7

(233 ppm)

Best in ClassDomestic AirlineFlight Fatality Rate

(0.43 ppm)

Handling

(3.4 ppm)

Modern Mantra of PM (DMAIS)

� Define

� Measure -metrics

� Analyse

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� Analyse

� Improve

� Standardise

Professional Responsibility –Productivity improvement

� Productivity Improvement

� Reduction in Process Time Initial procurement time –Over all Processing time - Order Confirmation time

Areas need to be considered:

� Creativity

� Lateral Thinking

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� Lateral Thinking

� Quality Circles

� New Product introduction lead time

� Managing Change

� Implementing TQM

� Empowerment of Junior level executives

Recent revolutions in PM

� Information Technology

� Automation of Physical Work

� Work place flexibility

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� Elimination of Traditional jobs & Work Structures

� Globalisationof Markets , Supplies & Workforce

� Domination of Knowledge Holders

Organisational Issues

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Organisational Issues

Values

1.Political

2.Aesthetic

3.Social

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4.Theoretical

5.Economic

Project Management Office

Project & Programme Management P2M

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Project & Programme Management P2M

Organisational Changes:

1. Evolutionary / Incremental Changes

2. Revolutionary / Drastic changes

Evolutionary / Incremental Changes

Socio –Technical

Flexible workers & Teams –

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Changes Flexible workers & Teams –multiple task capabilities

Revolutionary / Drastic ChangesRe-Engineering

E-Engineering

Restructuring - to reduce bureaucratic costs

Innovation

Project Management Office:

1. Headed by a PM

2. Coordinates various activities and controls at least one

3. Deals with external environment

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4. PM Services & Governing committee for projects

5. Resolves conflicts, reconcile demands, ensure cooperation

Team work – Interpersonal behaviour

1. Pleasant but firm personality

2. Clarity of expression & Communication

3. Patience in listening

4. Reacting with empathy

5. Documentation

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5. Documentation

6. Offer to help

7. Reaching a consensus before deciding

8. Not waiting for things to go wrong

9. Motivation through efficiency & leading by example

10.Putting team goals ahead of individual goals

• Multiple projects running at any point of time

• Portfolio of projects consists of individual projects and programme of

several projects

Projects and Programme Management (P2M)

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• Programmes use technology to improve processes

• Programmes for implementation –Organisations’ view

1. Ensuring Projects are run on the basis of their impact on the business as

a whole

2. Roles & responsibilities acceptable to both top management and

P2M - Steps

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2. Roles & responsibilities acceptable to both top management and

managers

3. Planning reviews between phases of projects

1. Evaluating Risks associated with the Programme

2. Ensuring sufficient Quality and purposes

3. Keeping track of changes and developments external to the project.

Managing Programmes

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3. Keeping track of changes and developments external to the project.

4. Gearing up to deal with the developments –Training personnel

5. Support services such as human resources and IT are ably adopted to changes.

1. Traditional Organisations

2. Projectised Organisations

Projec Organisations

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1. Identifying critical technologies – indigenous development

2. Always aim one step higher in performance

3. Focus on multi use technologies

4. Spotting competence in each dept and empowering in their strength

5. Redundancy for critical systems and technologies

High Technology Development –Guide lines

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6. Focused effort - Programme –Project –Mission

7. Building concurrency

8. Establishing long term partnership with stake holders

9. Focus on problems forecasting and prevention methods

10. Continuous and integrated performance measurement

Data Management in Project Management

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Data: Known facts that can be recorded.

Database: 1. Collection of Related data.

2. Represents some aspects of real world –Mini

world / Universe of discourse (UoD).

3. Logical coherent collection of data with some

inherent meaning.

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inherent meaning.

4. Designed, built and populated with data for

specific purpose.

DBMS : Programs that enable users to create & maintain database.

Databases help you organise this

information in a logical fashion for easy

access, analysis & retrieval.

Database is nothing more than an

automated system of file handling.

Method of handling databases is known as

Database Management Systems (DBMS).

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Database Management Systems (DBMS).

Databases are associated with certain

productive tools to access & Analise

information contained in the database.

SW to process Queries & Programs

DBMS SW

Application Programs

Programmers / End Users

The Database System

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SW to Access stored Data

Stored Database Definition – Meta

dataStored Database

1. Database Administrators

2. Database Designers

3. System Analysts

The Human Elements

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3. System Analysts

4. Application Programmers

5. Tool Developers

6. End Users

DBMS Interfaces:

1. Menu based –Web clients

2. Form based

3. Graphical User Interface

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3. Graphical User Interface

4. Natural Languages

5. Parametric users

6. DBA interfaces

Data Management

• Acquiring Data

• Processing Data

• Distributing Data

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Merely having data may not fetch the desired result always but regular updation of data

is equally important.

Data – 3 Important Characteristics

Relevancy

Sufficiency

Timeliness

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Customers, Suppliers, Market, Technology, Opportuni ties, HR, Economic

activities, Govt. Regulations, Climate, Bill of Mat erials etc.,

ERPManufacturing

Engineering, bills of material, scheduling, capacity, workflow management, quality control, cost management,

manufacturing process, manufacturing projects, manufacturing flow

Supply chain management

Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling,

inspection of goods, claim processing, commission calculation

Financials

General ledger, cash management, accounts payable, accounts receivable, fixed assets

Project Management

General ledger, cash management, accounts payable, accounts receivable, fixed assets

Project management

Costing, billing, time and expense, performance units, activity management

Human resources

Human resources, payroll, training, time and attendance, rostering, benefits

Customer relationship management

Sales and marketing, commissions, service, customer contact and call center support

Data warehouseand various self-service interfaces for customers, suppliers, and employees

METRICS:

• ROI

• Customer Satisfaction

• Time & Budget to date

• Quality

Project Management

• Time Over Run / Cost Over Run

• Mean Time Between Repairs

• Productivity

• Project Turn Around (BCR)

Project Files:

Detailed Project Report

Review Charts

Supporting Documents

Handouts

Project Plan

Project Management

Project Plan

Review Meeting Notes

Risk and Compensation details

Post Analysis papers

Where a Rupee comes from ?

Dom. & AEH17%

LT Comml.8%Others

Subsidy16%

Other Income4%

Category Rev.(Rs. Cr.)

Dom. & AEH 1615.70

LT Comml. 717.81

LT Ind. 705.57

W/s & SL 481.10

IP Sets 586.08

BJ /KJ & 127.69

Project Management

LT Ind.7%

W/s & SL5%

HT Ind.21%

IP Sets6%

BJ/KJ & Others1%

HT W/s 4%

HT Comm. & Others

BJ /KJ & Others

127.69

HT W/s 332.51

HT Ind. 1915.94

HT Coml. 751.44

Others 320.00

Other Inc. 379.46

Subsidy 1541.35

Total 9474.65

SOURCE WISE INSTALLED CAPACITY AS ON

31-03-2009.

Thermal

Source Inst. Cap. (MW)

Hydro 3656

Thermal 3524

Wind 1222

Project Management

C o-G en

MiniHydel

B iomass

Nuclear

Wind 1222

Co Gen 433

Mini Hydel 416

Bio Mass 81

Nuclear 226

Total 9559

Handouts

Project Management

Review Templates:

1. General Overview of the Project

2. Action taken report

3. Project Status – current status, slippages, variations etc.,

4. Project Schedule- decision points

5. Funding Status

6. Estimated total cost –capitalisation of direct & indirect costs

Project Management

7. Maintenance funding status

8. ROI

9. Exclusions –Decommissioning , Reduction of labour, Eliminating redundant systems,

10. Product Status –Performance status

11. Issues and Risks

IT in Project Management

Project Management

What Does Supply Chain Management Mean?

• The management and coordination of a product's supply chain for the purpose of increasing efficiency and profitability.

•• SCM will attempts to centrally control or link the production, shipment and distribution of a product.

Project Management

• By managing the supply chain, companies are able to cut excess fat and provide products faster.

• This is done by keeping tighter control of internal inventories, internal production, distribution, sales and the inventories of the company's product purchasers.

Project Management

Risk Management Planning

Project Management

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Project Management

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