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Presentation About Fundamentals of Project Management

1) Project management is the planning, scheduling, and controlling of project activities to meet objectives related to performance, scope, cost, and time. It is important for organizations to use certified project managers. 2) A project is defined as a problem scheduled for solution, with a gap between the current state and desired objective. Project management involves defining the problem, developing solutions, planning, executing the plan, monitoring progress, and closing the project. 3) Key factors for successful project management include having the right people, the right type of management, and a project management system with components related to human factors, methods, culture, organization, planning, information, and control.

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Kunal Gautam
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Download as PPT, PDF, TXT or read online on Scribd
113 views

Presentation About Fundamentals of Project Management

1) Project management is the planning, scheduling, and controlling of project activities to meet objectives related to performance, scope, cost, and time. It is important for organizations to use certified project managers. 2) A project is defined as a problem scheduled for solution, with a gap between the current state and desired objective. Project management involves defining the problem, developing solutions, planning, executing the plan, monitoring progress, and closing the project. 3) Key factors for successful project management include having the right people, the right type of management, and a project management system with components related to human factors, methods, culture, organization, planning, information, and control.

Uploaded by

Kunal Gautam
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 31

1

IMPORTANCE OF
MANAGEMENT
Some organizations have begun to ask their
contractors to provide only project managers
who have been certified as professionals by
The Project Management Institute.

WHAT IS A PROJECT?
A project is a problem scheduled
for solution. This definition
forces us to recognize that
projects are aimed at solving
problems and that failure to
define the problem properly is
what sometimes gets us into
trouble.
4

What is the problem?


A desired objective is not a problem by
itself. The key to a problem is that there is an

obstacle that prevents you from closing the gap.

A problem is a gap(achieving your objective)


between where you are and where you
want to be, with an obstacle that
prevents easy movement to close the
gap.
Problem solving consists of finding ways
of overcoming or getting around
obstacles.
5

WHAT IS PROJECT
MANAGEMENT?
Project management is the planning,
scheduling, and controlling of project
activities to meet project objectives.
The major objectives that must be met
include performance, cost, and time
goals, while at the same time you
control or maintain the scope of the
project at the correct level.

The scope of project


The scope of a project should remain
constant throughout the life of the job.
Unforeseen problems or an inadequately
defined problem the most common reason
for scope changes is that something is
forgotten.
In most cases the magnitude (scope) of
the work increases, as a result of
overlooked details.
Continue to see more
7

The scope of project


Scope generally increases.
The only time
project scope decreases is when the
budget is cut, and some of the originally
planned work is put on hold.
The problem with scope changes is that
they tend to be small and incremental, if
a number of them occur, the project
budget or schedule may suffer. This is a
fairly common cause of project failures.
8

Project Manager & The


Scope
A project manager has a
responsibility to keep stakeholders
informed about the impact of scope
changes on the project, protecting
them from surprises at the end of
the job and protecting the project
manager from being evaluated on
original targets rather than on
revised ones.
9

The Four Project


Objectives are

Performance
scope
Cost
Time

ContinueThere are more!

10

Performance, scope,
Cost& Time
Performance: The quality of the
work being done.
Scope: The magnitude of the work
to be performed.
Cost: The cost of project work,
directly related to the human and
physical resources applied.
Time: The schedule that must be
met.
11

The relation between the four project


: objectives

Cost=f(P,T,S)
To understand this eq. go on
12

ContinueWhat

did the
? equation say

cost is a function ( f ) of performance (P),


time (T), and scope (S). As P and S
increase, cost generally increases.
The relationship between time and cost,
however, is not linear. As a rule, cost
increases as the time to do the project
decreases below a certain optimum time.
If the duration is shortened, it is often
necessary to pay premium labor rates as a
consequence. Further, worker errors often
increase, resulting in costs for corrections,
and productivity often declines. Move
13

:Comment
Enough people are thrown at a project,
it can be completed in whatever time is
desired. This is simply not true. but the
idea is the cause of many project
fiascos.

14

THE HUMAN SIDE OF PROJECT


MANAGEMENT
Factors(components)affect the success
of a project:
The Right People
The Right Type of Management
One of the key ingredients is having the
right people on the job and managing them
appropriately.
15

STEPS IN MANAGING A
PROJECT

Define the problem


Develop solution options
Plan the project
Execute the plan
Monitor and control progress
Close the project.
To see more about them
the

16

Define the problem


What client need is being
satisfied by the project?
It helps to visualize the desired
end result.

17

Develop solution options


How many different ways might
you go about solving the
problem?
Brainstorm solution alternatives
(you can do this alone or as a group).
Is it more or less costly than
other suitable choices?

18

Plan the project


Planning is answering questions
what must be done, by whom,
for how much, how, when, and so
on.

19

Execute the plan


Once the plan is drafted, it must
be implemented. Interestingly,
people sometimes go to great
effort to put together a plan,
then fail to follow it. If a plan is
not followed, there is not much
point in planning, is there?

20

Monitor and control


progress
Unless progress is monitored, you
cannot be sure you will succeed. It
would be like using a roadmap to
reach a destination.
Control: What are you expected to do as a
manager? If a deviation from the plan
is discovered, you must ask what
must be done to get back on track, or
if that seems impossiblehow the
plan should be modified to reflect
new realities.
21

Strategy vs. Tactics


Strategy: The approach being
used to do the project.
Tactics: The steps taken to
implement the strategy or
approach chosen.

22

.Close the project


The project is finished, but there
is a final step that should be
taken.
The point is to learn something
from what you just did.
What was done well? What should
be improved? What else did we
learn? We can always improve on
what we have done.
23

The Project Management


System
In order to manage projects
successfully, it is necessary to have
a system. A full project
management system consists of
seven components.
If any one of the seven components
is not in place or does not function
satisfactorily, then you will have
some difficulty managing projects.
24

The seven components


are

Human Factors.
Method.
Culture.
Organization.
Planning.
Information.
Control.
Continue

25

Human Factors
A project manager must be able to deal
effectively with all of the parts of this
.subsystem in order to be successful
.Leadership
.Negotiation
.Team building
.Motivation
.Communication
.Decision making
26

Continue..The

seven
components

Methods refer to the tools of your


trade.
The culture of an organization
affects everything you do.
Organization: Every organization must

deal with the assignment and definition of


each persons authority, responsibility,
and accountability.
Planning: Every organization needs a
good methodology for planning projects if
it is to be successful.
27

Continue

Control

Information &

Good historical data are needed


for planning projects.
The control subsystem is
supported by the planning and
information subsystems.

28

As a Summary Key Points to

Remember

A project is a problem scheduled for


solution.
If the problem is not defined correctly,
you may find the right solution to the
wrong problem!
Focus on desired outcomes. How will
you know when you achieve them?
Try to learn from every project by doing
a final audit.
If you have no plan, you have no control.
29

ContinueKey

Points to
Remember

The people who must execute the plan


should participate in preparing it.
Keep all project documentation in a
project notebook, but back it up with an
electronic database if possible.
Require signatures for changes in scope
in order to alert everyone as to the
impact of the change on project costs,
deadlines, etc.
Risk analysis is part of planning. For
every
risk
identified,
develop
a
30 contingency plan, when possible.

31

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