Module 1
Introduction to Project
Management
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Overview
A. Introduction
B. What is a project?
C. What is project management?
D. Project Manager
E. Project Management Tools
3
1.
Introduction
4
Introduction
❖ By 2027 employers will require 87.7
million employees to work in roles
associated with project management.
❖ Project management statistics 2019
revealed that the global project
management market was valued at $4
billion.
❖ Statistics show that the average base pay
for entry-level PMs is $89,286 per year.
(P4,464,300)
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2.
What is a Project
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What is a Project?
❖ It's a temporary endeavor undertaken to
create a unique product, service or result.
(PMBok)
❖ A complex, nonroutine, one-time effort
limited by time, budget, resources, and
performance specifications designed to
meet customer needs. (Larson)
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Attributes of a Project
It is Requires
temporary Has an
resources It is
(with established
(time, cost, unique objective
beginning and
performance)
end)
Drives Involves
change Requires
doing
cross-
and something functional
provides never been participation
value done before.
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3.
What is Project Management
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What is Project Management?
❖ Project management is “the application
of knowledge, skills, tools and techniques
to project activities to meet project
requirements” (PMBoK)
❖ Project Management enables the
achievement of organizational goals and
objectives.
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History of Project Management
Establishment of
PM frameworks
Focus on scheduling and
resource management
1958- 1995-
1979 1980- Now ?
1950s 1994
Focus on strategy
and scope
Adoptive PM
management
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Importance of Project Management
Improved
organizational
Lower Shorter Quality
relationships costs time output
Better Better
Improved
control of workplace
productivity environment
resources
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Project Management
❖ Project managers is always about
achieving quality output, results,
outcomes.
❖ Providing value.
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Triple Constraint
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Triple Constraint
❖ Project managers strive to meet the triple
constraint (project scope, time, and cost
goals) and also facilitate the entire
process to meet the needs and
expectations of project stakeholders
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Triple Constraint
16
Deming Cycle = Quality
• Formulation • Project Life
or revision of Cycle
intended
project
Plan Do
Act Check
• Make • What went
changes to wrong, what
provide for went right
improvement
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Project Life Cycle
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Dimensions of PM
Knowledge Areas
Knowledge Areas
Integration – what holds the project together.
Scope – what are included/required to achieve the necessary output.
Time – ensuring that the project is according to the timeline/cadence set.
Cost – planning, estimating, budgeting, financing, funding, managing and
controlling costs so the project can be completed within the approved budget.
Quality – ensuring that necessary quality policies are followed to ensure
project standards are met.
Knowledge Areas
Resources – identify, acquire, and manage available and necessary
resources for the project.
Communication – timely and appropriate creation and distribution of
project information.
Risk – identifying, analyzing, responding and monitoring possible
risks of the project.
Procurement – acquire necessary products or services to aid in project
completion.
Stakeholder – identify people, groups or organizations that may
impact the project
22
Project Success
Triple Customer Output contributed
Constraint Satisfaction to improvement
> The project is > The project > The project met
able to meet the satisfied the the objectives set at
scope, time and stakeholder and the start.
cost goals end users. > Make money,
reduce cost,
improve process
time, etc.
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Why do Project Fail?
Lack of user/customer • Improve user involvement by getting feedback or design
input thinking techniques
Incomplete requirements • Optimize the scope to minimize scope creeps
• Provide cost benefit analysis or other tools to establish
Lack of executive support benefits of the project
Lack of resources • Outsource
• Create open environment to brainstorm/establish clear
Unclear objectives business objectives
Unrealistic timelines • Establish a minimum viable product
Lack of adoptability • Make use of Agile practices
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Reality Check
Murphy’s Law:
Whatever will go wrong, will go wrong.
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4.
Project Manager
Roles, Responsibilities, Skills
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Major Roles
Planning
Scheduling
Coordinating
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Important Skills and Competencies
People Skills Leadership Listening
Conflict
Empathy Communication
resolution
Time and
Problem solving priority
management
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Challengers of a Project Manager
✖Managing interrelationships within the
team, management, internal and
external clients
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Four Frames of Organization
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Code of Ethics
•is our duty to take ownership for the decisions we make or fail to make, the actions we
Responsibility take or fail to take, and the consequences that result.
•is our duty to show a high regard for ourselves, others, and the resources entrusted to
us. Resources entrusted to us may include people, money, reputation, the safety of
Respect others, and natural or environmental resources. An environment of respect engenders
trust, confidence, and performance excellence by fostering cooperation—an
environment where diverse perspectives and views are encouraged and valued
•is our duty to make decisions and act impartially and objectively. Our conduct must be
Fairness free from competing self-interest, prejudice, and favoritism.
•is our duty to understand the truth and act in a truthful manner both in our
Honesty communications and in our conduct.
PMI Code of Ethics and Professional Conduct
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5.
Project Management Tools
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Project Management Tools
❖ Project management tools and
techniques assist project managers and
their teams in various aspects of project
management
➢ Project charter, scope statement, and WBS (scope)
➢ Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
➢ Cost estimates and earned value management
(cost)
➢ Super Tools
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Activity
Film Viewing
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Sources
Larson and Gray. (2017). Project Management: The Managerial Process (7th
Edition). Mc-Grawhill. McGraw-Hill Higher Education. ISBN-13: 978-
1259253874
Project Management Institute. (2017). A Guide to Project Management Body
of Knowledge (PMBoK Guide) – Sixth Edition.
Ross, D. W. & Shaltry, P. E. (2005). The new PMI Program management
standard and Portfolio management standard—impact on the profession—
a preview. Paper presented at PMI® Global Congress 2005—North America,
Toronto, Ontario, Canada. Newtown Square, PA: Project Management
Institute.
