Module 1: PROJECT MANAGEMENT

What is a Project A project is an activity that:

❑ is temporary having a start and end date

❑ is unique
❑ brings about change
❑ has unknown elements, which therefore create risk

 Generally projects are formed to solve a problem or take advantage of an opportunity

 Business as usual activities can often be mistaken for projects.
 Generally it is the uniqueness of the activity that is the deciding factor do we this
every year? If so, then it is not truly a project- although you can use project methods
to get it done

Project Management
 Application of Knowledge, skills, tools, and techniques to project activities to
meet the project requirements.
 Project Management is accomplished through the application and integration of
the 42 logically grouped project management processes comprising the 5 Process
Groups: Initiating, planning, executing, monitoring and controlling and closing
 The first rule of project management is that the people who must do the work
should help plan it.
 Leadership is the art of getting others to want to do something that you believe
should be done.
 The planning, scheduling and control of work represent the management or
administrative part of the job. But without leadership projects tend to just satisfy
bare minimum requirements.
 With leadership, they can exceed those bare minimums.

It is not Just Scheduling

 One of the common misconceptions about the project management is that it is
just scheduling.
 Scheduling is certainly a major tool used to manage projects but it is not nearly as
important as developing a shared understanding of what the project is supposed
to accomplish or constructing a good work breakdown structure (WBS) to
identify all the work to be done.
PCTS Constraints
 C = f( P, T,S )
 Cost is a function of Performance, Time and Scope
Project Constraints
 Project Scope- Have all the project requirements been completed?
 Project Cost – Is the cost of the project close to the amount the customer has
agreed to pay?
 Schedule- (time). Was the project completed on time?
 Customer satisfaction (quality and performance) – Is the customer happy with
the quality of the project?
Characteristics of Projects
 A project contains a well-defined objectives. The project objective is defined in
terms of scope (or requirements), schedule and cost.
 A project is carried out via a set of interdependent tasks
 A project uses various resources to carry out these tasks
 A project has a definite start date and an expected complete date may not always
be the same as the expected date.
 A project is a one time or unique endeavor
 A project has a customer
Why do Project Fail?
1. Poor project and program management discipline
2. Lack of executive –level support
3. Wrong team members
4. Poor communication
5. No measures for evaluating the success of the project
6. No risk management
7. Inability to manage change
Causes of Project Failure as Reported by Top 100 Managers.

A project has a degree of uncertainty. In project planning many assumptions are made
regarding:
▪ Access to resources
▪ Resources capability
▪ Impact of environmental factors.
These assumptions are not always accurate. Requires project managers to re- assess and
trade- offs between requirements, costs and time. Above all, be Pro- active

Project Success- 12 Golden Rules

■ Rule #1- Thou shalt gain consensus on project outcome.
■ Rule #2- Thou shalt build the best team possible
■ Rule #3 – Thou shalt develop a comprehensive viable plan and keep it up to date.
■ Rule # 4- Thou shalt determine how much stuff you really need to get things done
■ Rule #5 – Thou shalt have a realistic schedule
■ Rule # 6 Thou wont’ try to do more than can be done
■ Rule #7 Thou will remember that people
■ Rule # 8 Thou will gain the formal and going support of management and
stakeholders
■ Rule #9 – Thou must be willing to change
■ Rule# 10 – Thou must keep others informed of what you’re up to.
■ Rule # 11- Thou must be willing to try new things
■ Rule # 12- Thou must become a leader
Module 2: Project Life Cycle
What is a project?
Project, as defined in the PMBOK Guide, is a “temporary endeavor undertaken to create a
unique product, service or result.”
All projects vary in complexity but they all follow similar life cycles
All projects have deliverables (meaning they always produce something)
Project examples:
 New product development
 Building renovation
 Wedding
 Dinner party

What is a project life cycle?

 Project life cycle is a series of phases of a project from initiation to completion.
 The life cycle gives a practical approach to problem solving applied to all aspects of a
project.
 Phases in a project life cycle encompasses sequential and overlapping phases.
A project life cycle typically has 4 major phases:
 Initiation Phase
 Planning Phase
 Implementation/ Execution Phase
 Closure Phase

Project life cycle phases

Initiation Phase Planning phase Implementation phase Initiation Phase

The project need is identified This phase is where the project The project plan is put into action. The project need is identified
in the initiation phase. It This phase is when people are
solution is further explored and the in the initiation phase. It
signals the start of a project. steps necessary to achieve their carrying out the tasks of their signals the start of a project.
goals. plan.

Initiation phase
 The first phase explores the project concept. Scope is defined during this phase.
 Feasibility studies are made in order to identify if there is a business need and
justification to pursue the project.
 Project charter is developed for approval.
  This is the phase that the project team is assembled and the project manager is identified.

Planning phase
 This phase further details the scope of the project.
 Tasks and resources are identified and assigned during this phase
 Project manager coordinates the preparation of the schedule and project budget
 Risks are identified ahead to anticipate any project threats
 Quality plan is developed to maintain proper standards throughout project
 Communications plan is created in order to ensure everyone is constantly informed of
project status.

Implementation phase
 This phase is where the work outlined in the project plan is performed.
 This phase consumes the most resources and energy.
 Constant and close monitoring of the work should be done to ensure efficiency of the
project execution.
 Status reports are important for all stakeholders involved.
 Deliverables are measured against the set metrics to ensure quality is acceptable

Closure phase
 This is the last phase of the project life cycle and involves handing over final deliverable
to the customer.
 Contracts are properly terminated for equipment, vendors and staff.
 All stakeholders are to be informed of project closure.
 This phase is when the team reviews the overall project and identify lessons learned for
future projects.

Processes

 Processes are the tasks and methodologies that occur within a phase.
 Although they sound like phases, processes are not phases.
 The PMBOK arrange processes into groups according to when they typically occur in a
project.
 However, different processes can occur any time during a project phase
Processes
 This graphic is a representation of when these processes typically occur over the project
life cycle

Initiating process group

 Typically occurring during the initiation phase of a project.
 These process groups define the new project or phase objectives and what is needed to
achieve it.
 Involves obtaining authorization for the project or phase.
 Process group main output is the project charter and stakeholder register.

Initiation processes:
4.1 Develop Project Charter
13.1 Identify Stakeholders

Planning process group

 Typically occurring during the planning phase of a project.
 Planning process group does not just apply to the planning phase. Planning is an activity
that continues to almost the end of a project, as projects tend to change as it progresses.
 A skilled project manager knows how much time and effort to put into each stage of
planning as the project changes

Planning processes:
4.2 Develop Project Management Plan
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
4. Create WBS
 5. Plan Schedule Management
6. Define Activities
7. Sequence Activities
8. Estimate Activity Resources
9. Estimate Activity Duration
10. Develop Schedule
11. Plan Cost Management
12. Estimate Costs
13. Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
14. Plan Risk Management
15. Identify Risks
16. Perform Qualitative Risk Analysis
17. Perform Quantitative Risk Analysis
18. Plan Risk Responses
12.1 Plan Procurement Management 1
3.2 Plan Stakeholder Management

Executing process group

 Typically occurring during the implementation/execution phase of a project.
 This process group involves a lot of management tasks and coordination with staff while
the project plan is being executed.
 The outputs produced during this process group is the actual project deliverable.

Execution processes:
4.3 Direct and Manage Project Work
8.2 Perform Quality Assurance
2. Acquire Project Team
3. Develop Project Team
4. Manage Project Team
10.2 Manage Communications
12.2 Conduct Procurements
13.3 Manage Stakeholder Engagement

Closing process group

 Typically occurring during the closure phase of a project.
 Formal transfer of deliverable to customer
 Administrative closure and contract closure is performed to formally close out project.
Closing processes:
4.6 Close Project or Phase
12.4 Close Procurements
Monitoring and controlling process group
  This process group occurs on all phases of the project life cycle.
 Ensures that the project is on track and flags issues to maintain project course direction.
 Collects performance data through constant reports from team such as status reports and
team meetings.

Monitoring and Controlling processes:

4. Monitor and Control Project Work
5. Perform Integrated Change Control
5. Validate Scope
6. Control Scope
6.7 Control Schedule
7.4 Control Costs
8.3 Control Quality
10.3 Control Communications
11.6 Control Risks
12.3 Control Procurements
13.4 Control Stakeholder Engagement

Final thoughts
 While the PMBOK and PMI gives an outline of a typical project, no two projects are the
same.
 A good project manager knows how to choose which processes are needed for their
project.
 Practicality and pragmatism is the best approach to any project. (Keep it simple)

PROJECT MANAGEMENT FRAMEWORK (PART-1)

Project
“A Project is a temporary endeavor undertaken to create a unique product, service or
result”

With a beginning and an

end date

Temporary Endeavor

Not an on-going effort

 Unique Product, service or result

The incremental design

Progressive Elaboration and refinement of the
initial concept toward the
project plan

A project is unique in that it is not a routine operation, but a specific set of operations
designed to accomplish a singular goal. So a project team often includes people who
don’t usually work together – sometimes from different organizations and across
multiple geographies.

Projects are undertaken to fulfill objectives by producing deliverables.

 An objective is defined as an outcome toward directed a strategic position to be

attained which work is to be
A purpose to be achieved
A result to be obtained
A product to be produced
A service to be performed.

 A deliverable is defined as any unique and verifiable product, result, or capability

to perform a service that is required to be produced to complete a process,
phase, or project.

Fulfillment of project objectives may produce one or more of the following

deliverables:

A unique product
 Can be a component of another item
 An enhancement or correction to an item
 A new end item in itself

 A unique service or a capability to perform a service (e.g. a business function

that supports production or distribution)
 A unique result Such as an outcome or document
Example: A research project that develops knowledge that can be used to determine
whether a trend exists or a new process will benefit society.
 A unique combination of one or more products, services, or results
Example: A software application, its associated documentation, and help desk services.
The end of the project is reached when one or more of the following is true:
 The objectives of the project have been achieved
 The objectives will not or cannot be met
 The need for the project no longer exists

The end of the project is reached when one or more of the following is true:
 Funding is exhausted or no longer available for allocation to the project
 The human or physical resources are no longer available
 The project is terminated for legal cause or convenience.

EXAMPLE OF PROJECT:
 A product that can be a component of another item, an enhancement of an item,
or an end item.
 A service or a capability to perform a service (e.g. a business function that
supports production or distribution.
 An improvement in the existing product or service line.
 Developing a new pharmaceutical compound for market
 Expanding a tour guide service
 Merging two organizations
 Improving a business process within an organization
 Acquiring and installing a new computer hardware system for use in an
organization
 Exploring for oil in a region
 Modifying a computer software program used in an organization
 Conducting research to develop a new manufacturing process, and
 Constructing a building.

PROJECTS DRIVE CHANGE:

Projects drive change in organizations. From a business perspective, a project is aimed

at moving an organization from one state to another state in order to achieve a specific
objective (see Figure 1-1). Before the project begins, the organization is commonly
referred to as being in the current state. The desired result of the change driven by the
project is described as the future state.

For some projects, this may involve creating a transition state where multiple steps are
made along a continuum to achieve the future state. The successful completion of a
project results in the organization moving to the future state and achieving the specific
objective.
PROJECTS ENABLE BUSINESS VALUE CREATION.
The benefit from projects may be tangible, intangible, or both.

TANGIBLE ASSET INTANGIBLE ASSET

Examples : Examples :
 Monetary assets  Goodwill
 Stockholder equity  Brand recognition
 Utility  Public benefit
 Fixtures  Trademarks
 Tools and  Strategic alignment
 Market share  Reputation

Project Initiation Context:

There are four fundamental categories for these factors, which illustrate the context of a project
(see Figure 1-2):
Why Projects are initiates?

Market demand
 Setting up a LGP plant.
 Requirements of small size car for small family.
 Requirements of small size flat for small family.

Strategic opportunity/business need

 Launch new Android app for existing E-commerce sites
 Implementing HRMS for an Organization.
 Implementing BI application for Business analysis of an Organization.
 Expansion of corporate office of an Organization.
 Running a campaign to promote a product.

Customer request
 Develop sports car for car racing company
 Developing a software for customer.
 Running a marking campaign for an organization
 Building a Building for a Customer Technological advance
 Upgrade of existing server capability to provide high speed internet
 Update desktop application to web based application
 Replace the old systems/machineries with new systems/machineries.

Environmental consideration
 Sanitization Program for an area.
 Launch of Electric car to reduce environmental pollution

Legal requirements
 Setting a water treatment Plant in a Factory.
 Aligned with new roles of emission system of Car.
 Implementing Safety, Health and Welfare at Workplace.

Social requirements
 Providing free internet facility for a remote location.
 Free computer learning/training project.

Project Management

“Project Management is the application of knowledge, skills, tools and techniques

applied to project activities to meet the project requirements."

Project Management also need generic management skills and professional ethics
Project Management is accomplished through the appropriate application and
integration of 49 logically grouped project management processes, which are
categorized into five process group.

The five Process Group are:

1. Initiating 2.Planing 3.Executing 4. Monitoring and Controlling and 5. Closing

Project management is accomplished through the appropriate application and

integration of the project management processes identified for the project. Project
management enables organizations to execute projects effectively and efficiently.

Effective project management helps individuals, groups, and public and private
organizations to:

 Meet business objectives

 Satisfy stakeholder expectations
 Be more predictable
 Increase chances of success
 Deliver the right products at the right time
 Resolve problems and issues
 Respond to risks in a timely manner
 Optimize the use of organizational resources
 Identify, recover, or terminate failing projects
 Manage constraints (e.g., scope, quality, schedule, costs, resources)
 Balance the influence of constraints on the project (e.g., increased scope may
increase cost or schedule)
 Manage change in a better manner.

Poorly managed projects

The absence of project or management
 Missed deadlines
 Cost overruns
 Rework
 Uncontrolled expansion of the project
 Poor quality
 Unsatisfied stakeholders
 Loss of reputation for the organization
 Failure in achieving the objectives for which the project was undertaken.

Effective and efficient project management

 Tie project results to business goals
 Compete more effectively in their markets
 Sustain the organization
  Respond to the impact of business environment changes on projects by
appropriately adjusting project management plans

PROJECT MANAGEMENT FRAMEWORK (PART-2)

Project Management
 Identifying requirements
 Addressing the various needs, concerns, and expectations of the stakeholders in
planning and executing the project
 Setting up, maintaining, and carrying out communications among stakeholders that
are active, effective, and collaborative in nature
 Managing stakeholders towards meeting project requirements and creating project
deliverables
 Balancing the competing project constraints, which include, but are not limited to:
○ Scope
○ Quality
○ Schedule
○ Budget
○ Resources and
○ Risks.
The specific project characteristics and circumstances can influence the constraints on
which the project management team needs to focus.

Program Management
A program is a group of related projects, subprograms and program activities managed
in coordinative way to obtain benefits not available from managing then individually.

Program

Other Program
Program Program
Related 3
1 2
Works

PROGRAM MANAGEMENT FOCUS ON:

 Resolving resource constraints and/or conflicts that affect multiple projects within
the program,
 Aligning organizational/strategic direction that affects project and program goals
and objectives, and
  Resolving issues and change management within a shared governance structure.
 Allocating the program scope into program components
 Managing interdependencies among the components of the program to best serve
the program
 Managing program risks that may impact multiple projects in the program;
 Resolving constraints and conflicts that affect multiple projects within the program
 Allocating budgets across multiple projects within the program; and
 Assuring benefits realization from the program and component projects.

EXAMPLE:
An example of a program is a new communications satellite system with projects for
design of the satellite and the ground stations, the construction of each, the integration
of the system, and the launch of the satellite.

Portfolio Management

A portfolio is defined as projects, programs, subsidiary portfolios, and operations

managed as a group to achieve strategic objectives.

Program

Other Program
Program Program
Related 3
1 2
Works

Other Program
Program Program
Related 3
1 2
Works

Portfolio management is defined as the centralized management of one or more

portfolios to achieve strategic objectives.
The Program and projects of the portfolio may not be directly related or interdependent
other than fact that they are helping to achieve a common strategic goal.

EXAMPLE:
A Software development firm has the strategic objective of “maximizing the return on its
investments” may put together a portfolio that includes a mix of projects in ERP, Banking,
Web projects. From this firm may choose to manage related project as one program
The aim of portfolio management
 Guide organizational investment decisions.
 Select the optimal mix of programs and projects to meet strategic objectives.
 Provide decision-making transparency.
 Prioritize team and physical resource allocation.
 Increase the likelihood of realizing the desired return on investment.
 Centralize the management of the aggregate risk profile of all components.

Portfolio management also confirms that the portfolio is consistent with and
aligned with organizational strategies.
Relationship among Portfolio, Program and Project Management
Portfolio Management – A suite of
business programmes managed to
optimize overall enterprise value

Program Management – A set of related

projects designed to produce clearly
identified business value.

Project Management – A structural set

of activities concerned with developing
a defined capability based on an
agreed schedule and budget

Project Management Office (PMO)

A project management office (PMO) is a management structure that standardizes the
project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques. The responsibilities of a PMO can range from
providing project management support functions to actually being responsible for the
direct management of one or more projects.

TYPES OF PMO:
 Supportive. Supportive PMOs provide a consultative role to projects by supplying
templates, best practices, training, access to information and lessons learned from
other projects. This type of PMO serves as a project repository. The degree of
control provided by the PMO is low.
 Controlling. Controlling PMOs provide support and require compliance through
various means. Compliance may involve adopting project management
frameworks or methodologies, using specific templates, forms and tools, or
conformance to governance. The degree of control provided by the PMO is
moderate.
 Directive. Directive PMOs take control of the projects by directly managing the
projects. The degree of control provided by the PMO is high.
SOME PRIMARY FUNCTION OF PMO:
 Managing shared resources across all projects administered by the PMO;
 Identifying and developing project management methodology, best practices, and
standards;
 Coaching, mentoring, training, and oversight;
 Monitoring compliance with project management standards, policies,
procedures, and templates by means of project audits;
 Developing and managing project policies, procedures, templates, and other
shared documentation (organizational process assets); and
 Coordinating communication across projects.

Difference between the role of PM and PMO:

 The project manager focuses on the specified project objectives, while the PMO
manages major program scope changes, which may be seen as potential
opportunities to better achieve business objectives.
 The project manager controls the assigned project resources to best meet
project objectives, while the PMO optimizes the use of shared organizational
resources across all projects.
 The project manager manages the constraints (scope, schedule, cost, quality,
etc.) of the individual projects, while the PMO manages the methodologies,
standards, overall risks/opportunities, metrics, and interdependencies among
projects at the enterprise level.

Operation Management
 Operations management is an area of management concerned with ongoing
production of goods and/or services. It involves ensuring that business operations
continue efficiently by using the optimum resources needed and meeting
customer demands.
 It is concerned with managing processes that transform inputs (e.g., materials,
components, energy, and labor) into outputs (e.g., products, goods, and/or
services).

EXAMPLE:
 Accounts management
 Personnel Management
 Inventory Management
 Production Management etc

Relationships between Project, Operations Management and Organizational

Strategy
Operations Management - Concerned with ongoing production of good and/or
services.
Projects can intersect with operations at various points during the product life cycle, such
as:
 At each closeout phase
 When developing a new product, upgrading a product, or expanding outputs
 While improving operations or the product development process
 Until the end of the product life cycle.

Organizational Project Management (OPM)

Portfolios, programs and projects are aligned
with or driven by organizational
strategies and differ in the way each OPM
contributes to the achievement of strategic
goals: Portfolio
Selects and
 Portfolio management aligns portfolios prioritizes Program
and projects
with organizational strategies by
selecting the right programs or projects, Program management
prioritizing the work, and providing the Coordinates management of
needed resources. related Projects to achieve
 Program management harmonizes its specific strategic
program components and controls Project goals
Management
interdependencies in order to realize Manages effort to develop specific scope
specified benefits. which Supports portfolio and program
 Project management enables the management
achievement of organizational goals and objectives.

PROJECT AND DEVELOPMENT LIFE CYCLES

A project life cycle is the series of phases that a project passes through from its start to its
completion. It provides the basic framework for managing the project. This basic framework
applies regardless of the specific project work involved. The phases may be sequential,
iterative, or overlapping. Within a project life cycle, there are generally one or more phases
that are associated with the development of the product, service, or result. These are called
a development life cycle. Development life cycles can be predictive, iterative, incremental,
adaptive, or a hybrid model:

 In a predictive life cycle, the project scope, time, and cost are determined in the
early phases of the life cycle. Any changes to the scope are carefully managed.
Predictive life cycles may also be referred to as waterfall life cycles.

 In an iterative life cycle, the project scope is generally determined early in the
project life cycle, but time and cost estimates are routinely modified as the project
team’s understanding of the product increases. Iterations develop the product
through a series of repeated cycles, while increments successively add to the
functionality of the
 In an incremental life cycle, the deliverable is produced through a series of
iterations that successively add functionality within a predetermined time frame.
The deliverable contains the necessary and sufficient capability
 Adaptive life cycles are agile, iterative, or incremental. The detailed scope is
defined and approved before the start of an iteration. Adaptive life cycles are also
referred to as agile or change-driven life cycles.
 A hybrid life cycle is a combination of a predictive and an adaptive life cycle.
Those elements of the project that are well known or have fixed requirements
follow a predictive development life cycle, and those elements that are still
evolving follow an adaptive development life cycle
PROJECT MANAGEMENT DATA AND INFORMATION
Throughout the life cycle of a project, a significant amount of data is collected, analyzed,
and transformed. Project data are collected as a result of various processes and are
shared within the project team. The collected data are analyzed in context, aggregated,
and transformed to become project information during various processes.

Project data are regularly collected and analyzed throughout the project life cycle.
The following definitions identify key terminology regarding project data and
information:

Work performance data. The raw observations and measurements identified during
activities performed to carry out the project work. Examples include reported percent of
work physically completed, quality and technical performance measures, start and finish
dates of schedule activities, number of change requests, number of defects, actual costs,
actual durations, etc. Project data are usually recorded in a Project Management
Information System (PMIS) and in project documents.
Work performance information. The performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas.
Examples of performance information are status of deliverables, implementation status for
change requests, and forecast estimates to complete.

Work performance reports. The physical or electronic representation of work

performance information compiled in project documents, which is intended to generate
decisions or raise issues, actions, or awareness. Examples include status reports,
memos, justifications, information notes, electronic dashboards, recommendations,
and updates.

Project Management Responsibilities & Competencies

Project Manager accomplish work through the project team and key stakeholders.
Successful Project Managers balance knowledge, experience, ethics and a number
of interpersonal skills.
Leadership Political and cultural awareness
Team Building Negotiation
Motivation Trust Building
Communication Conflict Management
Influencing Coaching
Decision making Leading without direct authority

Project Management Body ofKnowledge (PMBOK)

 It is recognized standard of project management knowledge.

 Provides guidelines, rules and characteristics for project management.
 This standard is unique to the project management field and has interrelationship
to other project management disciplines such program management and portfolio
management.
 This standard is widely accepted and when consistently applied help you, your
global peers and your organization to achieve professional excellence.