FACULTY:

Dr. CH. VENKATAIAH

B.Tech, MBA, PhD
Associate Professor (Operations, Quality & Project Management)
E-Mail: [email protected]

Sessions

Topics to be discussed

4 hrs

UNIT-I: PROJECT MANAGEMENT AN INTRODUCTION

Definition, history of project management - Projects and Operations, Understanding the
projects Project Management Institute, Project Management Body of Knowledge (PMBOK)
areas.
Understanding the Project Environment. Importance of Project management. Project Life
Cycle-Project Initiation; Project planning, Project Execution, Monitoring and Control, Project
Closure.

4hrs

UNIT-II: ORGANIZING THE PROJECTS

Chartering Projects: Typical elements in a Project Charter Risks, Assumptions and
constraints; Constructing a project charter Risks, Assumptions and constraints instructions;
Ratifying the Project Charter.
Project Selection and Prioritization: Strategic Planning Process-Guiding Principles,
Portfolio Alignment Identifying Potential Projects, Using a Financial Model and scoring
model to select projects, prioritizing projects.

6hrs

UNIT-III: PROJECT PLANNING

Project stake holder analysis and communication planning, Project Scope Planning, Project
Scheduling: Project Network Analysis-PERT/CPM, Time estimates in Critical Path Analysis,
Floats, and Project Time Cost Trade off.

4hrs

UNIT-IV: PROJECT EXECUTION, MONITORING AND CONTROL

Leading managing the project teams, Project Monitoring and Control Project Balanced
Scorecard Approach, customer issues, financial issues.

3hrs

UNIT-V: PROJECT CLOSURE

Project Audit and Closure-When to audit, how to audit, who should audit, the audit report and
the Project Closure Process. Public Projects- Indian Context.

SCHEME OF EVALUATION
S.No

PARAMETER

MARKS TOTAL MARKS

Project Assignments ( 35 Marks)

15

Project Quiz Test

10

Midterm Exam

25

End Term Exam

50

100

Prescribed Text Book:

Timothy J. Kloppenborg, Contemporary Project Management:
Organize/Plan/Perform, 2e, 2014, Cengage Learning India Private Limited.

At the end of this Unit

Define a project using characteristics that are
common to most projects and describe reasons
why more organizations are using project
management.
Describe major activities and deliverables, at
each project life cycle stage.
List and define the nine knowledge areas and
five process groups of the project management
body of knowledge (PMBOK).

At the end of this unit

Delineate measures of project success and
failure and reasons for both.
Identify project roles and distinguish key
responsibilities for each.

Projects ???

Construction of houses/buildings
Laying of roads
Construction of flyovers
Building a power plant
Manufacturing of a car/two wheeler etc
Software projects
Studying MBA course
Attending a class
Writing an assignment/term paper
Watching movie/sitting in the coffee shop
Life also like a PROJECT

What is a project?
Project
Project a
atemporary
temporaryendeavor
endeavorundertaken
undertakento
to
create
createaaunique
uniqueproduct,
product,service,
service,or
orresult.
result. PMBOK
PMBOK
Guide
Guide

A project requires an organized set of work

efforts.
Projects require a level of detail that is
progressively elaborated upon as more
information is discovered.
Projects are subject to limitations of time and
resources such as money and people.
Projects have a defined beginning and ending.

What is a project?
A project has a unique combination of
stakeholders

stakeholders
stakeholders persons
personsor
or organizations
organizations
that
that are
are
actively
activelyinvolved
involvedin
inthe
theproject,
project, or
or whose
whoseinterests
interests may
may
be
bepositively
positivelyor
ornegatively
negativelyaffected
affectedby
byexecution
executionor
or
completion
completionof
ofthe
theproject.
project. PMBOK
PMBOKGuide
Guide

Project Management (PM)

PM includes work processes that initiate, plan,
execute, and close work
Work processes require tradeoffs among the
scope, quality, cost, and schedule of the project
PM includes administrative tasks for planning,
documenting, and controlling work
PM includes leadership tasks for visioning,
motivating, and promoting work associates.
PM knowledge, skills, and methods apply for most
projects
Project
Project management
management the
theapplication
applicationof
of knowledge,
knowledge,
skills,
skills, tools
toolsand
andtechniques
techniques to
toproject
projectactivities
activitiesto
tomeet
meet
project
projectrequirements.
requirements. PMBOK
PMBOKGuide
Guide

How Can Project Work Be

Described?
Projects are temporary and unique; operations
are more continuous.
Project managers need soft skills and hard
skills to be effective.
Project managers frequently have more
responsibility than authority.
Projects go through predictable stages called a
life cycle.

Projects Versus Operations

Projects are temporary
Projects have both routine and unique
characteristics
Operations consist of the ongoing work needed
to ensure that an organization continues to
function effectively

Soft Skills and Hard Skills

Soft skills include communication and leadership
activities.
Hard skills include risk analysis, quality control,
scheduling, and budgeting work
A successful project manager needs both soft
and hard skills along with the judgment of when
each is more necessary.
Training, experience, and mentoring are
instrumental in developing necessary skills.

 Projects are most effectively managed with one

person being assigned accountability
Project managers negotiate with functional
managers
A project manager needs to develop strong
communication and leadership skills to persuade
subordinates to focus on the project when other
work beckons.
Functional
Functionalmanager
manager someone
someonewith
withmanagement
management
authority
authorityover
overan
anorganizational
organizationalunit.the
unit.themanager
managerof
of
any
anygroup
groupthat
that actually
actually makes
makesaaproduct
productor
orperforms
performsaa
service.
service. PMBOK
PMBOKGuide
Guide

Project Life Cycle

All projects go through predictable stages called
a project life cycle.
Life cycle allows for control to assure that the
project is proceeding in a satisfactory manner
and that the results are likely to serve its
customers intended purpose
Project
Projectlife
lifecycle
cycle a
acollection
collectionof
ofgenerally
generallysequential
sequential
project
projectphases
phaseswhose
whosename
name and
and number
numberare
aredetermined
determined
by
bythe
thecontrol
controlneeds
needsof
of the
theorganization
organizationor
ororganizations
organizations
involved
involvedin
inthe
theproject.
project. PMBOK
PMBOKGuide
Guide

Project Life Cycle Stages

Selecting and initiating a project is proposed, planned at
a high level, and key participants commit to it in broad terms
Planningstarts after the initial commitment, includes
detailed planning, and ends when all stakeholders accept
the entire detailed plan.
Executingincludes authorizing, executing, monitoring,
and controlling work until the customer accepts the project
deliverables.
Closing and realizingall activities after customer
acceptance to ensure project is completed, lessons are
learned, resources are reassigned, contributions are
recognized, and benefits are realized.

Project Life Cycle Stages

Most companies insist that a project must pass
an approval of some kind to move from one
stage to the next
The project life cycle is highly formalized and
very specific
Projects are measured at selection, progress
reporting, and benefits realization points

Project Life Cycle Stages

Life Cycle for Quality Improvement

Projects

Understanding Projects
Project Management Institute
Project Management Body of Knowledge
(PMBOK)
Selecting and Prioritizing Projects
Project Goals and Constraints
Defining Project Success and Failure
Using MS Project
Types of Projects
Scalability of Project Tools

The Project Management Institute

The largest professional organization
Publishes and regularly updates A Guide to the
Project Management Body of Knowledge
(PMBOK Guide)
Established a professional certification - Project
Management Professional (PMP)
Established a second certificationCertified
Associate in Project Management (CAPM)

Project Management Body of

Knowledge (PMBOK
Consists of a project life cycle, five process
groups, and nine knowledge areas
Project
Projectmanagement
managementprocess
processgroup
group a
a logical
logical
grouping
groupingof
ofthe
theproject
projectmanagement
management inputs,
inputs,tools
toolsand
and
techniques,
techniques, and
andoutputs.
outputs. PMBOK
PMBOKGuide
Guide

PMBOK Process Groups

Initiatingdefines
Initiatingdefinesand
andauthorizes
authorizesaaproject
project or
oraaproject
project
phase
phase
Planningdefines
Planningdefinesand
andrefines
refinesobjectives
objectivesand
andplans
plans
actions
actions to
toachieve
achieveobjectives
objectives
Executingdirects
Executingdirectsand
andmanages
managespeople
peopleand
andother
other
resources
resourcesto
toaccomplish
accomplishproject
projectwork
work
Monitoring
Monitoringand
andcontrollingcollects
controllingcollectsdata
data and
and checks
checks
progress
progressto
todetermine
determineany
anyneeded
neededcorrective
correctiveactions
actions
Closingformalized
Closingformalizedacceptance
acceptance of
of project
project outcomes
outcomes
and
andending
endingthe
theproject
project

PMBOK Knowledge Areas

Integration
Integrationmanagementprocesses
managementprocessesand
andactivities
activities
needed
neededto
todefine,
define,combine,
combine, unify,
unify,and
andcoordinate
coordinatethe
the
various
variousprocesses
processesand
andproject
projectmanagement
management activities
activities
Scope
Scopemanagementprocesses
managementprocessesrequired
requiredto
toensure
ensure
that
thatthe
theproject
projectincludes
includesall
allthe
the work
workrequired,
required,and
andonly
only
the
thework
work required,
required, to
tocomplete
completethe
the project
project successfully
successfully
Time
Timemanagementprocesses
managementprocessesrequired
requiredto
tomanage
manage
timely
timelycompletion
completion of
of the
theproject
project
Cost
Cost managementprocesses
managementprocessesinvolved
involvedin
inestimating,
estimating,
budgeting,
budgeting, and
andcontrolling
controllingcosts
costsso
so that
that the
theproject
project can
can
be
becompleted
completedwithin
withinthe
theapproved
approvedbudget
budget
Quality
Qualitymanagementprocesses
managementprocessesand
and activities
activitiesof
ofthe
the
performing
performingorganization
organization that
that determine
determinequality
qualitypolicies,
policies,
objectives,
objectives,and
andresponsibilities
responsibilitiesso
sothat
that the
theproject
project will
will
satisfy
satisfythe
theneeds
needsfor
forwhich
which itit was
wasundertaken
undertaken

PMBOK Knowledge Areas

Human
HumanResources
Resourcesmanagementprocesses
managementprocessesthat
that
organize,
organize, manage,
manage, and
and lead
leadthe
theproject
projectteam
team
Communications
Communications managementprocesses
managementprocessesrequired
required
to
toensure
ensuretimely
timelyand
andappropriate
appropriategeneration,
generation,collection,
collection,
distribution,
distribution, storage,
storage,retrieval,
retrieval, and
and ultimate
ultimatedisposition
dispositionof
of
project
projectinformation
information
Risk
Riskmanagementprocesses
managementprocessesof
ofconducting
conductingrisk
risk
management
managementplanning,
planning, response
responseplanning,
planning, and
and
monitoring
monitoringand
andcontrol
control
to
toincrease
increasethe
theprobability
probabilityand
and
impact
impactof
ofpositive
positiveevents
eventsand
anddecrease
decrease the
theprobability
probability
and
andimpact
impactof
of negative
negativeevents
eventsin
in the
theproject
project
Procurement
Procurement managementprocesses
managementprocessesnecessary
necessary to
to
purchase
purchase or
oracquire
acquireproducts,
products,services,
services,or
or results
resultsfrom
from
outside
outsidethe
theproject
project team
team

Selecting and Prioritizing Projects

Identify potential projects
All parts of the organization are involved
Determine which projects align best with major
goals of the firm
Ensure overall organizational priorities are
understood, communicated, and accepted

Selecting and Prioritizing Projects

What value does each potential
project bring to the organization?
Are the resources
needed to perform the
project available?
Is there enthusiastic
support both from the
external customers
and from one or more
internal champions?

Are the demands of

performing each project
understood?

Which projects will

best help the
organization achieve
its goals?

Project Goals and Constraints

Projects are undertaken to accomplish specific
goals
Scope and quality measure performance and
should result in outputs that satisfy customers
Consider scope and quality subject to
constraints of time and cost
Scope
Scope the
thesum
sum of
ofall
allproducts,
products,services,
services,and
andresults
results
to
tobe
beprovided
providedas
asaaproject.
project. PMBOK
PMBOKGuide
Guide
Quality
Quality the
thedegree
degree to
towhich
which aaset
set of
ofinherent
inherent
characteristics
characteristicsfulfills
fulfills requirements.
requirements. PMBOK
PMBOKGuide
Guide

Project Goals and Constraints

Obstacles or challenges may limit the ability to
perform
Opportunities may allow projects to exceed
original expectations.
Project Managers (PMs) decide which goals and
constraints take precedence

Project Customer Tradeoff Matrix

Defining Project Success and

Failure
Project success is creating deliverables that
include all of the agreed upon features
Outputs please the projects customers.
Customers use the outputs effectively as they do
their work (meet quality goals)
The project should be completed on schedule
and on budget (meet time and cost constraints).

Defining Project Success and

Failure
Successful projects are completed without
heroics
People who work on the project should learn
new skills and/or refine existing skills.
Organizational learning should take place and
be captured for future projects.
Reap business-level benefits such as
development of new products, increased market
share, increased profitability, decreased cost,
etc.

Project Success
Meeting Agreements
Cost, schedule, and specifications met
Customer Success
Needs met, deliverables used, customer
satisfied
Performing Organizations Success
Market share, new products, new technology
Project Teams Success
Loyalty, development, satisfaction

Why Projects Fail

Not enough resources are available for project
completion.
Not enough time has been given to the project.
Project expectations are unclear.
Changes in the scope are not understood or
agreed upon by all parties involved.
Stakeholders disagree regarding expectations
for the project.
Adequate project planning is not used.

Types of Projects
Classifying by industry
Classifying by size
Classifying by timing of determination of project
scope
Classifying by application

PMI Communities of Practice

Projects in
different
industries often
have unique
requirements
PMI specific
interest groups

Aerospace and Defense

Agile
Automation Systems
Consulting
Design-ProcurementConstruction
Diversity
E-Business
Financial Services
Global Sustainability
Government
Healthcare
Human Resource
Information Systems
Innovation and New Product
Development
International Development
Learning, Education and
Development

Manufacturing
Marketing and Sales
Oil, Gas, Petrochemical
Organizational
Performance
Management
Pharmaceutical
Program Management
Office
Quality
Retail
Risk Management
Scheduling
Service and
Outsourcing
Students of PM
Troubled Projects
Utility
Women in PM

Classifying by Size

Large projects often

require more
detailed planning
and control

Classifying by Timing of Project Scope

Clarity

How early in the

project the project
manager and team
are likely to be able to
determine what the
project scope will be

Classification by Application
All projects require planning and control
The art of project management deals with when
to use certain techniques, how much detail to
use, and how to tailor the techniques to the
needs of a specific project.

Scalability of Project Tools

All projects require
Determination of the wants and needs of the
customer(s)
Understanding of the amount of work involved
Determination of a budget and schedule
Decisions about available workers and who will do
which tasks
Management until the owner accepts the project
results

Projects are scaled up or down to meet the

complexity of the task

Project Roles
Project Executive-Level Roles
Project Management-Level Roles
Project Associate-Level Roles

Project Executive-Level Roles

The steering team
The top leader (CEO) and his/her direct reports
Select, prioritize, and resource projects in
accordance with the organizations strategic
planning
Ensure that accurate progress is reported and
necessary adjustments are made.

Project Executive-Level Roles

The chief projects officer
Keeper, facilitator, and improver of the project
management system
Responsible for project standards, methods,
training, documentation
Project
ProjectManagement
ManagementOffice
Office(PMO)
(PMO) an
an organizational
organizational
body
bodyor
orentity
entityassigned
assignedvarious
variousresponsibilities
responsibilitiesrelated
relatedto
tothe
the
centralized
centralizedand
andcoordinated
coordinatedmanagement
managementof
ofthose
thoseprojects
projects
within
withinits
itsdomain.
domain.The
Theresponsibilities
responsibilitiesof
ofthe
thePMO
PMOcan
canrange
range
from
from providing
providingproject
projectmanagement
management support
supportfunctions
functionsto
to
actually
actuallybeing
beingresponsible
responsiblefor
for the
thedirect
directmanagement
management of
ofaa
project.
project. PMBOK
PMBOKGuide
Guide

Project Executive-Level Roles

The sponsor
Takes an active role in chartering the project and
reviewing progress reports
Takes a behind-the-scenes role in mentoring and
assisting the project manager throughout the
project life.
Sponsor
Sponsor the
theperson
personor
or group
groupthat
thatprovides
providesthe
thefinancial
financial
resources,
resources,in
incash
cashor
orin
inkind,
kind,for
forthe
theproject.
project. PMBOK
PMBOK
Guide
Guide

Project Management-Level Roles

Project manager
Directly accountable for the project results, schedule,
and budget
The main communicator
Responsible for the planning and execution of the
project
Works on the project from start to finish.
The project manager often must get things done
through the power of influence since his or her formal
power may be limited.
Project
Projectmanager
manager the
theperson
personassigned
assignedby
bythe
theperforming
performing
organization
organizationto
toachieve
achieve the
theproject
project objectives.
objectives. PMBOK
PMBOK
Guide
Guide

Project Management-Level Roles

Functional manager
The department headsthe ongoing managers of the
organization
Determine how the work of the project is to be
accomplished
Supervise the work
Negotiate with the project manager regarding which
workers are assigned to the project

Project Management-Level Roles

Facilitator
Helps the project manager with the process of
running meetings and making decisions
Frees the project manager to concentrate on the
content of the project
The facilitator concentrates on the process.
A facilitator helps the PM understand organizational
politics and provides suggestions on how to handle
situations.

Project Management-Level Roles

Senior customer representative
Ensures that the needs and wants of constituents in
the customers organization are identified and
prioritized
Ensures that project progress and decisions
continually support the customers desires.

Project Associate-Level Roles

Core team member
People assigned to a project from start to finish
The core team does most of the planning and makes
most of the project level decisions.

Project
Projectmanagement
management team
team members
memberswho
whoare
are
directly
directlyinvolved
involvedin
inproject
projectmanagement
managementactivities.
activities.
PMBOK
PMBOKGuide
Guide

Summary
A Guide to the Project Management Body of Knowledge
(PMBOK Guide), is composed of five process groups:
initiating, planning, executing, monitoring and controlling,
and closing along with nine knowledge areas: cost, time,
scope, quality, risk, communications, human resources,
procurement, and integration.
Successful projects require an understanding of what
project success is and what drives it
Successful projects require an understanding of project
failure and its major causes.
Project management requires an understanding of the
various executive, managerial, and associate roles in
project management

Dr.CH.VENKATAIAIH
Associate Professor
PROJECT MANAGEMENT

51