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Lack of senior managementcommitment

Inadequate project planning(budget, schedule, scope,

etc.)

Absence of user involvement New or unfamiliar technology

Lack of defined, clear, orconcise requirements

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August 23, 2012 3

1. Sound project managementprocesses.

2. Senior managementcommitment.

3. Detailed requirements.

4. Realistic schedule.

5. Good stakeholder relationships

6. Empowered project manager.7. Skilled and appropriate team

members with defined roles anresponsibilities.

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Modern Project Management

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Project Management Institute.

Established in 1969

Global Organization Headquartered in NewtownSquare, Pennsylvania USA

Codified best practices in Project Management as

PMBOK guide

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Based

onPMBOK

Initiating

Planning

Executing

Monitoring and Controlling

Closing

Time, Scope, Cost

Quality,HR,Communication

Procurement, Integration

Tools and

Techniques

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Guide that possess standards for project management

- explains about project management processes, tools & techniques

- published by PMI in 1996 as first edition

- updated once in 4 year

- latest publication is 2008

PMP -Project Management Professional

CAPM -Certified Associate in Project Management

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What is a Project?

Temporary

Unique products or services

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A PROJECT is a temporary endeavor

undertaken to create unique products,services or result.

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Application of

Skills

Tools and Techniques

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Project Management is the application

of knowledge, skills, tools and

techniques to project activities to meet

project requirements.

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Managing a Project meansIdentifying RequirementsSetting Clear andAchievable Objectives

BalancingConstraints

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The TRIPLE

CONSTRAINTS are

SCOPE, TIME and COST

SCOPE

TIME COST

QUALITY

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Program

A Program is a group of related projects

managed in a coordinated way to obtainbenefits and control not available from

managing them individually.

Program management focuses on

interdependencies of projects and

describes the best approach to achieving

program objectives

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August 23, 2012 15

Portfolio

A Portfolio is a collection of projects or

programs and other work that are grouped

together to facilitate effective managementof the work to meet strategic business

objectives.Portfolio management is an approach to

centralized management of collection of

programs, portfolios and other work, to

achieve organizational goals.

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Project

Projects have

defined

objective,Scope is

progressively

elaborated

throughout the

project life cycle

Programs

have a larger

scope andprovide more

significant

benefits

Portfolios

have a

businessscope that

changes with

the strategic

goals of the

organization

PortfolioProgram

Sc

ope

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Project

Project

Managers

expectchange and

implement

processes to

keep change

managed and

controlled.

The program

manager must

expect changefrom both

inside and

outside the

program and

be prepared to

manage the

changes

Portfolio

manager

continuallymonitor

changes in

the broad

environment

PortfolioProgram

Ch

ange

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August 23, 2012 19

Project

Project

Managers

manage the

project teams

to meet the

project

objectives

Program

Managers

manage the

program staff

and the project

managers, they

provide vision

and overall

leadership

Portfolio

Managers may

manage or

coordinate

portfolio

management

staff

PortfolioProgram

Ma

nage

ment

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August 23, 2012 20

Project

Success is

measured by

product and

project quality,

timeliness,

budget

compliance

and degree of

customer

satisfaction

Success is

measured by

the degree to

which the

program

satisfies the

needs and

benefits for

which it was

undertaken

Success is

measured in

terms of

aggregate

performance of

portfolio

components

PortfolioProgram

Su

cces

s

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August 23, 2012 21

Project

Project

Managers

monitor and

control the workof producing the

products,

services or

results that theproject was

undertaken to

produce

Program

Managers monitor

the progress of

programcomponents to

ensure the overall

goals, schedules,

budgets, andbenefits of the

program will be

met

Portfolio

Managers

monitor

aggregateperformance

and value

indicators

PortfolioProgramMon

itor

ing

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Market demand

Organizational need

Customer request Technological advancement

Legal requirement

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Project Management Office Coordinates resources

Develops Project management methodologies, bestpractices and standards

Repository of project templates and documents

Monitoring quality of projects

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PMO

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August 23, 2012 25

Project manager

Application area knowledge,

Standards & regulationsGeneral Management skills

Interpersonal skillsUnderstanding project

environment

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Application Area Knowledge

Standards and Regulations of the Area

General Management Skills

IT Skills Budgeting Skills

Project Environment

Cultural and Social International and Political

Physical (Ecology)

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Interpersonal Skills Communications Skills

Organizational and Planning Skills

Conflict Management Skills Negotiating and Influencing Skills

Leadership and Motivating Skills

Team Building Skills Problem Solving Skills

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Project life spans through

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Initiating Planning Executing Monitoring &Controlling Closing

Phases

Starting the

Project

Organizing &

Preparing for

the Project

Carrying out the Project

Work

Closing the

Project

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Characteristics are Phases are sequential Cost and Staffing

Low at the Start

High in Intermediate Low at the End

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Start Intermediate End

CostandSt

affing

Time

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Characteristics are Level ofuncertainty High at the Start

Drop to minimumat End

Stakeholdersinfluence High at the Start Low at the End

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High

Low Project Time

Stakeholdersinfluence

Uncertainty

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Characteristics are Cost of

Changes Low at the Start

Increases tomaximumtowards End

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High

Low Project Time

Cost of Changes

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August 23, 2012 32

A DELIVERABLE is a measurable, verifiable

work product

The completion and approval of one or more

deliverables characterizes a PROJECTPHASE

Deliverable

Phase

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1. Phases are sequential2. Work differs from one to another

3. End of each phase, a deliverable is produced

4. Phase end deliverables are reviewed whether

to continue or to abort the phase / project

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Both Performed by people

Constrained by limitations

Planned, executed and controlled

Differ by

Temporary

Unique

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Project Operation

Performed by

peopleConstrained by

limitationsPlanned,

Executed &

controlled

UniqueTemporary

OngoingRepetitive

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Identify Stakeholders

Determine requirements and Expectations

Influences

Positive Negative

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Project Stakeholders are individuals and organizations

who are actively involved in the project, or whoseinterests may be positively or negatively affected as a

result of project execution or successful completion

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August 23, 2012 36

Project Team

ProjectManagement

Team

Project

Manager

Project

Sponsor

Project

Project Stakeholders

Customer

Operational

Management

Vendors

& Partners

Other

Stakeholders

Program

Manager

Portfolio

Manager

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Key Stakeholders are:Customer

Project Manager

Performing Organization

Project Team

Project Management Team

Sponsor

Influencers (Positive and Negative)

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Key Stakeholders are:PMO

Operational Management

Vendors & PartnersProgram Manager

Portfolio Manger

Other Stakeholders

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Organizational culture will have a directinfluence on the success of the project

Organizational culture includes:

Values

Organizational policies and procedures

View of authority relationships

Work ethic and work hours

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Types of Organization Functional

Matrix

Weak

Balanced

Strong Projectized

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Project Coordination

Assigned to Project

Chief

Executive

Staff1

Staff2

Staff3

Staff4

Staff5

Staff6

Staff7

Staff8

Staff9

Functional

Manager

Functional

Manager

Functional

Manager

Staff1

Staff2

Staff3

Staff4

Staff5

Staff6

Staff7

Staff8

Staff9

Functional

Manager

Functional

Manager

Functional

Manager

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Advantages Clear reporting relationships Highly specialized expertise Drive for technical excellence

Disadvantages Hierarchical decision and communication

processes Employee development opportunities limited

PM is dependent on his personal influence Limitations to customer satisfaction and

influence

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August 23, 2012 44

Chief

Executive

Staff1

Staff2

Staff3

Staff4

Staff5

Staff6

Staff7

Staff8

Staff9

Project

Manager

Project

Manager

Project

Manager

ProjectCoordination

Assigned toProject

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Project Managers Authority Total

Resources Availability Total

Control of the Project Project Manager Project Managers Role

Full-Time

Project Management Admin Staff Full-Time

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Advantages Clear accountability

Decision making

Customer relationships

Disadvantages Focus on technical competence reduced

Project Manager may be technical/non-

technical Project team is dissolved at the completion of

the project

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August 23, 2012 47

Chief

Executive

Staff1

Staff2

Staff3

Staff4

Staff5

Staff6

Staff7

Staff8

Staff9

Functional

Manager

Functional

Manager

Functional

Manager

Project CoordinationAssigned to Project

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August 23, 2012 49

Chief

Executive

Staff1

Staff2

Project Manager

Staff4

Staff5

Staff6

Staff7

Staff8

Staff9

Functional

Manager

Functional

Manager

Functional

Manager

Project CoordinationAssigned to Project

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August 23, 2012 51

Chief

Executive

Staff1

Staff2

Project Manager

Staff4

Staff5

Staff6Staff9

Functional

Manager

Functional

Manager

Manager of Project

Managers

Project CoordinationAssigned to Project

Project Manager

Project Manager

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Project Managers Authority Moderate to High

Resources Availability Moderate to High

Control of the Project Project Manager

Project Managers Role Full-Time

Project Management Admin Staff Full-Time

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1. Organizational Structure

2. Organizational Culture

3. Governmental/Industry standards

4. Infrastructure

5. Existing Human Resources6. Personnel Administration

7. Organizations Work Authorization System

8. Marketplace conditions

9. Stakeholders risk tolerance

10. Project Management Information System

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1. Organizational processes, standards & procedures2. Templates3. Organizational communications requirements4. Financial controls procedures5. Issues and Defect Management procedures

6. Change control procedures7. Risk Control procedures8. Procedures approving and issuing work

authorizations9. Organizational knowledge base

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To Sum up We know what Project is We know what Project Management is We know what a Program and Program

Management is We know what Portfolio and PortfolioManagement is We know why projects are undertaken We know what Project Management

Office is We know w hat are qualifies of a good

Project Manager

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To Sum up We know what Project Life Cycle is

We know the characteristics of Project Life

Cycle We know characteristics of Project Phase

We know differences between a Project andan Operation

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To Sum up We know to identify Project Stakeholders We know the importance of stakeholders

in influencing the project We know different types of organizations

and their influences on the project We know what Enterprise Environmental

Factors are We know what Organizational Process

Assets are

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What is a Process?

Activities in pre-defined sequence

Inter-related

Expected deliverables

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A PROCESS is set of interrelated activitiesthat are performed to achieve pre-specifiedset of products, services or results.

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Project Manager must considerOrganizational Process Assets and EnterpriseEnvironmental Factors for every process

Organizational Process Assets provide

guidelines and criteria for tailoringorganizational processes to the specificneeds of the project

Enterprise Environmental Factors may

constrain Project Managers options

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Project Management Processes aregrouped intoInitiating Process Group

Planning Process GroupExecuting Process Group

Monitoring & Controlling Process Group

Closing Process Group

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Initiating Process GroupTo define new project and authorizing it

Planning Process GroupDefining objectives and selecting the best action

from alternatives for successful implementation ofproject

Executing Process GroupCoordinating people and resources to implement

the plan

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Monitoring & Controlling Process GroupEnsuring the project objectives are met by

measuring and monitoring project progress

Closing Process Group

Formalizing acceptance of the project deliverablesand bringing it to an orderly end

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InitiatingProcess Group

ClosingProcess Group

Planning

Process

group

Executing

Process

Group

Monitoring & ControllingProcess Group

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August 23, 2012 66

Levelof

Process

Intera

ction Initiating

Process

Group

Planning

Process

Group

ExecutingProcess

Group Monitoring &

Controlling

Process

Group

ClosingProcess

Group

Start FinishTime

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Lets identify the activities at the start of aproject:- Business needs

Feasibility study

Project objectives defined Alternative approaches

Initial Scope Description

Authorizing the Project

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Integration Scope

Time

Cost

Quality

Human Resources

Communication

Risk Procurement

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Ensures proper coordination among projectmanagement process groups

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Specify timely completion of the project

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Required to manage the completion of the projectwithin budget.

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Process that are involved in getting Qualityproduct

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Recruiting team members

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Bringing about team coordination

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Solving Risk involved in the project byanalyzing them

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Managing the resources

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THANK YOU