Project Management

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 Project Management Quotes
“Trying to manage a project without
project management is like trying to
play a football game without a game
plan.” – K. Tate
“No matter how good the team or how
efficient the methodology, if we’re not
solving the right problem, the project
fails.” – Woody Williams

“If you have never recommended

canceling a project, you haven’t
been an effective project manager.”
– Woody Williams
 WHAT IS

❑ Project

❑ Project Management

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 Project

⚫ Project: A temporary endeavor undertaken to create

a unique product, service, or result.
PMBoK 2000

Major Characteristics of a Project

⚫ Three main
– Unique
– One-time occurrence
– Finite duration
⚫ Other
– Interdependencies
– Limited resources
– Conflict
Three Project Objectives: The “Triple
Constraint”
Scope

Required
Deliverables
Performance
Target

Cost

Budget
Limit
Due date

Time

Also referred to as the “Iron Triangle”

Project Management

⚫ Project Management: The planning,

scheduling and controlling of a series of
integrated tasks such that the objectives of the
project are achieved successfully and satisfy
the stakeholders

A project should be
• Technically = feasible
• Economically = viable
• Politically = suitable
• Socially = acceptable
Type of Projects

Project

National International

Non-industrial Industrial

Non Conventional/R&D High Tech Conventional Tech Low Technology

Large (>500) Medium (100-500) Small (<100)

Grass Root Expansion Modification

Normal Crash Disaster

 Methodologies

Best Suited When Examples

Types Characteristics
Predictive • Fixed requirements Construction projects or
• Changes are expensive due to scrap
• Activities performed once per project projects that have many
and waste.
physical assets or have
• Single delivery • Predictability and coordinated timing
similar projects that been
• Goal: Manage cost is important.
completed in the past.
Adaptive Iterative • Dynamic requirements Projects where learning and
• Activities repeated until correct • Dynamic requirements and activities correction is expected to
are repeated until they are deemed eventually get to the ideal
• Single delivery
correct. solution. i.e. Architect,
• Goal: Correct solution Graphic designer
Incremental • Dynamic requirements Projects where customers or
• Dynamic requirements, as well as
• Activities performed once per increment business is wanting or
frequent small deliveries.
• Frequent small deliveries expecting to see outputs or
• Speed to deliver small increments is
partial outputs early and
• Goal: Speed a major goal.
often.
Agile • Dynamic requirements
• Changes are relatively easy, and
• Combines iterative repetition of activities waste is not costly. Software projects or projects
with incremental deliveries • Complex environment where end based on intellectual
• Goal: Customer value product is not fully known and user property and research.
feedback is very valuable.
Hybrid • Includes adaptive and predictive
components Projects with a mix of
• There are some costs to changes.
• Shorter, iterative time frames resources and experience
• Stakeholders are interested in
levels or projects seeking or
• High stakeholder involvement another method, but not comfortable
willing to learn new methods
• More in-depth requirements to fully adopt one method.
or techniques.
The $105 Trillion Global Economy in One Chart, Source: IMF, 2023

10/7/2024
Ranking Countries by Economic Size in
2023, according to IMF’s estimates

Source: Visual Capitalist, IMF Datamapper, World Economic Outlook Database, 2023.
https://www.imf.org/external/datamapper/NGDPD@WEO/OEMDC/ADVEC/WEOWORLD, Retrieved 28.08. 2023.

10/7/2024
Visualizing the Future Global
Economy in 2050 by GDP:
According to a recent report
from Goldman Sachs,
https://www.gspublishing.com/content/research/en/reports/2023/06/08/50ccfb98-b82c-4ba6-
976d-d541f83239be.html#

10/7/2024
(Indian express)_29.08.22

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Time & Cost Overrun (Missing the Target MOSPI, SBI
Research)

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Reasons

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Reasons
⚫ The brief reasons for time overruns, as reported by various
project implementing agencies, are delays in

⚫ fund constraints
⚫ geological surprises
⚫ slow progress in civil works
⚫ shortage of labour
⚫ inadequate mobilisation by the contractor
⚫ Maoist problems
⚫ court cases
⚫ contractual issues
⚫ law and order situation

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Project Failure

A project where the difference between

what is expected & what has been
accomplished exceeds the acceptable
tolerance limits, pushing into a course that
will inevitably lead to failure.

Title: Identifying and Recovering Troubled Projects – How to Rescue Your Project From Its Failure
Author: Ricardo Viana Vargas, MSc, IPMA-B, PMP
Published: PMI Global Congress Asia Pacific, Hong Kong & Mundo PM Magazine , Curitiba
Statistics…
Statistics…

70% of organizations have suffered at least

one project failure in the prior 12 months!
50% of respondents also indicated that their
projects failed to consistently achieve what
they set out to achieve!

Type of survey: Survey of 100 businesses across a broad cross section of industries
Study Details: KPMG survey of Project Management practices in New Zealand finds
some truly startling results.
Statistics…

38% of projects don’t meet their business

goals…
17% fail altogether

For every $1M spent on projects…

$135K is gone forever due to project failure

Source: Michael Kaplan, PMP

Article Title: Tools Alone Won’t Improve Project and Portfolio Management
 Statistics…

17% of large IT projects go so badly that they can

threaten the very existence of the company

On average, large IT projects run…

45% over budget
7% over time
…while delivering 56% less value than
predicted
Source: McKinsey & Company in conjunction with the University of Oxford
Type of survey: Study on large scale IT Projects
Study Details: A study of 5,400 large scale IT projects (projects with initial budgets greater than $15M)
finds that the well known problems with IT project management are persisting.
 Statistics…

“Fuzzy business objectives, out-of-sync

stakeholders, and excessive rework” mean that
75% of project participants lack confidence
that their projects will succeed

Source: Geneca
Type of survey: Interview based study of software projects
Study Details: Interviews with 600 people closely involved in software development projects
finds that even at the start of a project many people expect their project to fail!
 Project Success

“Success is the delivery of a

product that meets expectation” –
James Neil
How Project Management Developed

⚫ Historical projects
– Egyptian pyramids
– Great Wall of China
– Empire State Building, NY

⚫ The Manhattan Project (Modern day PM)

⚫ Modern credit for the development of project

management goes to the military
– NASA’s Apollo space program
– Development of “smart bombs” and “missiles”
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Historic Project Success…

Empire State Building, NY (1931)

• 102- story building (1 building to have more than 100 floors)
st

• Built in <15 months

• On time & under budget
 Project Success…
Delhi Metro (began on 1 October 1998)

• Phase I (65.11km) was completed in December 2005

• On budget and almost three year ahead of schedule.
• Phase II (128km), 2010, Phase III (112 km), 2015 and Phase IV (108.5 km), 2020
• Eight lines at a total length of 413.61 km with more than 271 stations
 Key Project Management Traits

1. Disciple and Punctuality

2. Reverse clock approach
3. Integrity and Transparency
4. Building professional experience
5. Beyond engineering- Social responsibility
6. Collaboration and Co-operations

Konkan railway- Agile and Transparent

Manhattan Project

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Manhattan Project
⚫ Modern Project management begun with the
famous “Manhattan Project’
⚫ The Manhattan Project was the codename for a
project conducted during World War II to develop
the first atomic bomb by the Allied powers (US,
UK, Canada).
⚫ The Project eventually employed more than
1,30,000 people and cost nearly US$2 billion ($22
billion in current value).

⚫ https://www.youtube.com/watch?v=LLq_anmF-AE
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Manhattan Project Timeline: 1939 -
1947
⚫ 1939: Letter to president to fund the research project
⚫ 1941: Discovery of Plutonium
: Japan attacked Pearl Harbor
: US & Germany declared war against each other
⚫ 1943: Construction begins
⚫ 1945: May- Germany surrenders to allied powers
July- First nuclear explosion (Trinity Test)
Aug 6: Bomb Little boy dropped on Hiroshima
Aug 9: Bomb Fat Man dropped on Nagasaki
Aug 15: Japan surrenders
⚫ 1947: Manhattan Project officially complete.
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Sydney Opera House
⚫ Good or bad project?
 Sydney Opera House
⚫ Planned - 1959 to 1963 (4 years)
- $7 million
⚫ Actual - 1959 to 1973 (14 years)
- $100 million
Time Distribution of Project Effort

Copyright ©2022 John Wiley & Son, Inc. 1-58

The Project Life Cycle

Stages of a
Conventional Project:

– Slow beginning
– Build-up of size
– Peak
– Begin a decline
– Termination
Examples:
• Construction of a
Home or building

Copyright ©2022 John Wiley & Son, Inc. 1-59

Another Possible Project Life Cycle

Unlike the more

conventional life cycle,
continued inputs of effort
at the end of the project
produce significant gains
in returns

Examples:
• Writing a book/thesis
• Software projects
• Chemical reaction
projects

Copyright ©2022 John Wiley & Son, Inc. 1-60

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Nonprojects and Quasi-Projects

⚫ Routine tasks are not projects

– Ex: production of weekly reports, delivery of
mail, etc

⚫ Quasi-projects
– Scope, schedule, and budget are implied
(suggested but not directly expressed)
– are those that do not have a specific task identified, no specific
budget, and no specific deadline defined. Although there are
some uncertainties, project management skills can still be used
to manage them
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Project Management Organizations

⚫ The Project Management Institute, founded in

1969, is the major project management
organization
⚫ Grew from 7,500 members in 1990 to over
440,000 in 190 countries by mid-2013.Now
700,000 Global Members (2022) and over 300
Local Chapters Internationally

⚫ Other organizations
– Association for Project Management
– International Project Management Association
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Project Management Body of
Knowledge (PMBOK)
PMBOK is a collection of processes and knowledge
areas generally accepted as best practice within the
project management discipline.

As an internationally recognized standard, it provides

the fundamentals of project management, irrespective
of the type of project be it construction, software,
engineering, automotive etc.

PMBOK recognizes 5 basic process groups and 9

knowledge areas typical of almost all projects.
 Knowledge Project Management Process Groups
Areas Initiating Planning Executing Monitoring & Controlling Closing
Project Integration •Develop Project •Develop Project Management •Direct and Manage •Monitor and Control Project Work •Close Project or
Management Charter Plan Project Execution •Perform Integrated Change Control Phase

Project Scope •Plan Scope Management •Verify Scope

Management •Collect Requirements •Control Scope
•Define Scope
•Create Work Breakdown
Structure (WBS)

Project Time •Define Activities •Control Schedule

Management •Sequence Activities
•Estimate Activity Resources
•Estimate Activity Durations
•Develop Schedule

Project Cost •Estimate Costs •Control Costs

Management •Determine Budget

Project Quality •Plan Quality •Perform Quality •Perform Quality Control

Management Assurance

Project Human •Develop Human Resource Plan •Acquire Project Team

Resource •Develop Project Team
•Manage Project Team
Management

Project •Identify •Plan Communications •Distribute Information •Report Performance

Communications Stakeholders •Manage Stakeholder
Expectations
Management

Project Risk •Plan Risk Management •Monitor & Control Risk

Management •Identify Risk
•Perform Qualitative Risk
Analysis
•Perform Quantitative Risk
Analysis
•Plan Risk Response

Project •Plan Procurements •Conduct Procurements •Administer Procurements •Close Procurements

Procurement
Management •10/7/2024 •72
Project Management Body
of Knowledge (PMBOK)
The Project Management Knowledge Areas organize the 42 project
management processes into nine Knowledge Areas.

Project Management Knowledge Areas describe the key competencies

that project managers must develop.
• Four core knowledge areas lead to specific project objectives
(scope, time, cost, and quality).
• Four facilitating knowledge areas are the means through which
the project objectives are achieved (human resources,
communication, risk, and procurement management).
• One knowledge area (project integration management) affects
and is affected by all of the other knowledge areas.
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PMI Certifications

⚫ Certified Associate in Project Management

⚫ Project Management Professional
⚫ Program Management Professional
⚫ Portfolio Management Professional
⚫ PMI Professional in Business Analysis
⚫ PMI Agile Certified Practitioner
⚫ PMI Risk Management Professional
⚫ PMI Scheduling Professional

Copyright ©2022 John Wiley & Son, Inc. 1-75

Recommended Reading
A Guide to the Project Management Body of Knowledge (7th Latest Edition)
(PMBOK® Guide)
Project Management Institute

Translating Corporate Strategy into Project Strategy

Peter Morris, PhD and Ashley Jameson, MS
Project Management Institute,

Project Management Case Studies (Latest Edition)

Harold Kerzner, PhD
Wiley,

Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and
Maximizing Benefits
Harvey A. Levine
Jossey-Bass,

Project Management Roles and Responsibilities (Latest Edition)

J. Kent Crawford
Center of Business Practices,

Organizational Project Management Maturity Model (OMP3): Knowledge Foundation

Project Management Institute
Questions/Answers