Project Management Unit 1 Short

7/31/2019 Project Management Unit 1 Short

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PROJECTMANAGEMENT

ANUPAM KRISHNABE, MBA

PHD(MNIT)


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What is a Project? (Definition #1)

(Guide to the Project Management Body of Knowledge,

the Project Management Institute, 3rd. Ed., 2004, p. 5)


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Project Management Process Illustration

Information

Technology

Qualitative & QuantitativeTools

Outputs of OtherProcesses

Material Inputs

Stakeholder Interaction

Requests, Instructions

1 2 3 N

Transformation of Inputs to Outputs

TIME & COST

Project Business Case

Opt. Project Portfolio Mix

Project Feasibility Report

Project Master Plan(or Subsidiary Plans)

Customer ChangeRequest

Revised Cost andSchedule Baseline

Project Status Report

Process Maturity, Methodology,Benchmarking and Optimization,

Constraints, Templates, Infrastruc-

ture, Policy and Cultural Framework

PROCESS INPUTS(Typical)

PROCESS OUTPUTS(Selected Examples)

Quality of Process Inputs,Knowledge, Competence,

Experience, Insight, Ability,Communication, Cooperation,

Coordination

Process Effectiveness and Efficiency

Project management usesprocesses extensively to

produce deliverables (seesmall sample above). Someprocesses are quite complexand have a high risk of error.

Given that the output of one projectmanagement process normally becomes input toanother, deficiencies in one or more processeswill consequently reverberate across the entire

process chain


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WHAT IT IS

Project management is the

discipline of planning,organizing, securing andmanaging resources to bringabout the successfulcompletion of specific projectgoals and objectives.


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What is a project?A definitive deliverable (objective and goal)

Takes timeConsumes resources

A definite starting date

A definite stopping date

Consist of processes

Proceeds through milestones

Utilizes teams

Based on personal integrity and trust

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Texas Tech University -- J. R. Burns

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OBJECTIVES

PRIMARY

scope, time, and cost.

SECONDARY

optimize

allocate and integration of inputs necessary

to meet pre-defined objectives.


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Business Dimension Change

Business Environment

Project Management (PM)


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Project ManagementProject management is about organization

Project management is about

changing peoples behavior


decision making


creating an environment conducive to

getting critical projects done!


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Why Projects Fail

Failure to align project with organizationalobjectives

Poor scope

Unrealistic expectations

Lack of project management

Inability to move beyond individual andpersonality conflicts

Politics


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Why Projects Succeed!

Good project charter

Strong project management

The right mix of team players

Good decision making structure

Good communication

Team members are working towardcommon goals


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History Project Management developed from several

fields of application including civil

construction, engineering, and heavydefense activity

Henry Gantt, called the father of planningand control techniques, Gantt chart as aproject management tool

Henri Fayol, 5 management functions, workbreakdown structure (WBS) and resourceallocation.


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The evolution or development

of project management canbe divided into five periods.

Prior to 1950

managed on an ad hoc basis

not responsible for the project failure

1950S to 1960S

tools including CPM and PERT were

introduced Projects In defense


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1960 to 1979 technology revolution Material Requirements Planning (MRP) were also

introduced the Project Management Institute (PMI) was

formed 1980 to 1990 implementation of TQM

Project Management Body of Knowledge (PMBOKGuide) competitiveness and customer expectations


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empowerment, re-engineering, and scopechange control and risk management.

2000 to Present Use of internet and intranet

project management became a major challenge

Concept of Six Sigma

many tools & techniques and worldwide standards

Whilst the 1980's were about quality and the 1990'swere all about globalisation, the 2000's are aboutvelocity


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Characteristics of projects Objectives

Life span

Single entity

Team work

Life cycle

Uniqueness

Change

Successive principle

Made to order Unity in diversity

High level of sub-contracting

Risk and uncertainty


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Classification of projects According to geographical area

National

International According to industrialization

Industrial

Non industrial

According to technology usedNon- conventional/ R and D to conventional

High technology to low technology


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According to size of projects

Mega

MajorMedium

Mini

According to nature of strategy

New productExpansion

Modification


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Project Dynamics:

The Triple Constraints

Scope

Quality

Cost Time

Resources


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The Stages in the Project

Management Lifecycle

6/30/2012

Texas Tech University -- J. R. Burns

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STAGE 1:

Conceptualizing-and-Defining

STAGE 2:

Planning-and-Budgeting

STAGE 3:

Executing

STAGE 5:

Terminating-and-Closing

STAGE 4:

Monitoring-and-Controlling

STAGE 4:

Monitoring-and-Controlling


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Project Framework

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Risk & Issue Management

Sponsor Management

Communication Management

Initiate Prepare Execute &

Control

Close

StartupDefinition /

Scope /Requirements

Planningand

ResourceAllocation

Track& Control

Reporting

Review

Completion &Assessment

Scope Management

Workplan Management

Resource Management

(Time, Cost, People)

Deliverable Mgmt

Quality Management

Transition Plan

Int/Ext VendorManagement


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Concrete objectives

SMART:

SpecificMeasurable

Achievable

Realistic

Timed


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1.Project conceptualizing

o Project name, location, duration

o Rationale (stating needs)

o Organisations priorities, funderspriorities

o General aim

o Concrete/specific objectives

o Methodology/strategy

o Plan of activities


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2. Project planning andbudgetingo Main outcomeso Expected resultso

Added value of the projecto Evaluation criteria, techniqueo Sustainability, multiplicatory effectso Resources: financial (budget), material

(budget), human (team and partners)o Publicityo Information about the organisation

(contact info)


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3. Implementation

Implementing and executing activitiesfor Managing resources: human,

material/technical, financial, timecommunication

Team work

Book-keeping and accounting

Process documentation, records

Continuous monitoring, feedback


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4. Evaluation Final evaluation vs. continuous monitoring Using originally planned methods

Summing up results, objectives, activities,fulfilled expectations Formal documentation (reports,

brochures) Internal lessons documented (manuals)AcknowledgmentsClosing accounting Follow-up


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The risk management process

Risk identification Identify project, product and business risks;

Risk analysis Assess the likelihood and consequences of

these risks;

Risk planning Draw up plans to avoid or minimise the

effects of the risk; Risk monitoring Monitor the risks throughout the project;


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Risk identification

Technology risks.

People risks.

Organisational risks.

Requirements risks.

Estimation risks.


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The risk management process


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Risk planning Consider each risk and develop a strategy to

manage that risk.

Avoidance strategies The probability that the risk will arise is reduced;

Minimisation strategies

The impact of the risk on the project or productwill be reduced;

Contingency plans If the risk arises, contingency plans are plans to

deal with that risk;


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Risk monitoring

Assess each identified risks regularly todecide whether or not it is becoming less

or more probable.Also assess whether the effects of the risk

have changed.

Each key risk should be discussed at

management progress meetings.


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Key points Good project management is essential for

project success.

The intangible nature of software causesproblems for management.

Managers have diverse roles but their mostsignificant activities are planning, estimatingand scheduling.

Planning and estimating are iterative processeswhich continue throughout the course of aproject.


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Key pointsA project milestone is a predictable state

where a formal report of progress ispresented to management.

Project scheduling involves preparingvarious graphical representations showingproject activities, their durations andstaffing.

Risk management is concerned withidentifying risks which may affect theproject and planning to ensure that theserisks do not develop into major threats.

Documents

Project Management Unit 1 Short