Introduction to

Project Management
Project Management Methodologies

PMP (Project Management Professional)

PRINCE 2 (Projects In Controlled

Environment 2)
What is the PMBOK Guide

The Project Management Book of Knowledge

(pmbok) is a recognized standard for the
project management profession.

A standard is a formal document, it describes

norms, methods, processes and practices.
What is a Project

According to PMBOK a project ''is a temporary

endeavor undertaken to create a unique product,
service or result.’’
Project Characteristics

 Projects are unique.

 Projects are temporary in nature and have a definite
beginning and ending date.
 Projects are completed when the project goals are achieved
or it’s determined the project is no longer viable.
 A successful project is one that meets or exceeds the
expectations of your stakeholders
What is a project?
Definition – Misconceptions:
 Temporary does not necessarily mean short in duration.
 Temporary does not generally apply to out put of the project (the
product, service, or result created by the project); most projects are
undertaken to create a lasting outcome. [and lasting impact.]

Definition: “create”:
◦ A product that can be either a component of another item or an end
item in itself,
◦ A capability to perform a service (e.g., a business function that
supports production or distribution), or
◦ A result such as an outcome or document (e.g., a research project
that develops knowledge that can be used to determine whether a
trend is present or a new process will benefit society).
What is a project?
Definition – “unique”
Every project creates a unique product, service, or result.

Although repetitive elements may be present in some project

deliverables, this repetition does not change the fundamental
uniqueness of the project work.

 An ongoing work effort is generally a repetitive process because it

follows an organization’s existing procedures.
What is a project?
Differences from routine repetitive work
In contrast, because of the unique nature of projects, there may be
uncertainties about the products, services, or results that the project
creates.

Project tasks can be new to a project team, which necessitates more

dedicated planning than other routine work.

In addition, projects are undertaken at all organizational levels.

A project can involve a single person, a single organizational unit, or

multiple organizational units.
 What is a project?
Examples of Projects
Examples of projects include, but are not limited to:
 Developing a new product or service,
 Effecting a change in the structure, staffing, or style of an
organization,
 developing or acquiring a new or modified information system,
 Constructing a building or infrastructure, or
 Implementing a new business process or procedure.
 What is a project?
Project Exist in All Organizations
- Public Sector Organization
- Business Organization
- Non Governmental Organizations etc

Why?
 Because organizations are open systems. They have to respond to both
internal and external changes
 To meet their development agenda
 To satisfy customers
 To survive
 To solve problems and grab opportunities
Operational Work

Operational Works are quite opposite in nature to

Projects. Operations are ongoing and repetitive.
They involve work that is continuous without an
ending date, and you often repeat the same
processes and produce the same results.
Project vs. Operations
The purpose of operations is to keep the
organization functioning, while the purpose of a
project is to meet its goals and to conclude.

At the completion of a project, the end product (or

result) may get turned over to the organization's
operational areas for ongoing care and maintenance.
What is Project Management

Project Management is the application of

knowledge, skills, tools and techniques to
meet the project requirements. It is the
responsibility of the project manager to ensure
that project management techniques are
applied and followed.
1.3 What is project management?
How is project Management accomplished?
Project management is accomplished through the
appropriate application and integration
of the 47 logically grouped project management processes.
 
The 47 project management processes are logically grouped in to
five “Process Groups”.

These Process Groups are:

 Initiating,
 Planning,
 Executing,
 Monitoring and Controlling, and
 Closing.
What is a Portfolio

Portfolios are a collections of programs

and projects grouped together to support a
strategic business goal or objective. The
programs may not be related other than the
fact that they are helping to achieve that
common goal.
What is a Program

 Programs are groups of related projects that are

managed using the same techniques in a coordinated
fashion. When projects are managed collectively as
programs, it is possible to capitalise on benefits that
wouldn’t be achievable if the projects were managed
separately.

 A project may or may not be part of a program but a

program will always have projects.
SUBPROJECT

Projects are frequently divided into more

manageable components or subprojects.
Subproject are often contracted to an external
enterprise or to another functional unit in the
performing organization.
Subprojects can be referred to as projects and
managed as such
What is a Project Management
Office
The project management office (PMO) is an
organizational body or entity assigned to oversee the
management of projects and programs throughout the
organization.
Primary Function of PMO
A Primary function of PMO is to support project managers in a
variety of ways which may include, but are not limited to:
 Managing shared resources across all the projects administered by the
PMO.
 Identifying and developing project management methodology, practices &
standards.
 Coaching, mentoring , training and oversight.
 Monitoring compliance with project management standard policies,
procedures , and templates via project audits.
 Developing and managing project policies, procedures, templates, and
other shared documentation ( organizational process assets);
 Coordinating communication across projects 
Role of a Project Manager
 The Project Manager is the person responsible for accomplishing the project
objectives.

 Project managers strive to meet to balance constraints, including the triple

constraint of project scope, time, and cost goals.

 Depending on the organisation structure , a project manager may report to a

functional manager.

 In other cases project manager may be one of the several project managers
who report to a portfolio or a program manager that is ultimately responsible
for enterprise wide projects . In this type of structure, the project manager
works closely with the portfolio or program manager to achieve the project
objectives
Project Manager Skills
Skills every good project manager should have:

 Integration Skills
 Communication skills
 Planning and Organizational skills
 Leadership Skills
 Team Building and Motivational Skills
 Budgeting Skills
 Conflict Management Skills
 Negotiation and Influencing Skills
 Political and Cultural Awareness
PM Skills
Communication Skills
◦ Written and oral communication skills are
the backbone of all successful projects.
◦ Takes on many forms of communication –
project documents, meeting updates, status
reports etc
◦ Must be explicit, clear, and complete (so that
the audience has no trouble understanding
what has been communicated)
PM Skills
Planning and Organizational Skills
◦ Probably the second most important skill
◦ Must be able to record, track and locate
information at a moments notice - including
memos, project reports, personnel records,
vendor /supplier quotes contracts etc.
◦ Organize events e.g. meetings, workshops
◦ Put together and manage teams, media releases
◦ Prioritize and manage problems, the day, time
and interruptions.
PM Skills
Leadership Skills
◦ Leadership & Management are not
synonymous
◦ Leaders impart vision, gain consensus for
strategic goals, establish direction, inspire and
motivate others.
◦ Managers focus on results and are concerned
with getting the job done according to
requirements.
◦ PMs need to exhibit both
 PM Skills
Team Building and Motivational Skills
◦ PMs rely heavily on their team
◦ The team members may or may not have worked
together
◦ The PM must set the tone and help them through
different team forming –stages
◦ Help the team to become fully functional
◦ Many times PMs are responsible for motivating
persons who do not report to them directly (ask
functional mangers to allow you to participate in the performance
reviews)
 PM Skills
Budgeting Skills
◦ Establish and manage budgets and therefore need
some knowledge of finance and accounting
principles
◦ Need to perform cost estimates for budgeting
◦ To be able to read and understand vendor quotes,
preparing or overseeing purchase orders,
reconciling invoices
◦ Linking project costs back to project activities and
expense items
 PM Skills
Conflict Management Skills (or Problem-
solving Skills)
◦ This is a Two-fold process
◦ Define the problem by separating the causes from the
symptoms
◦ Ask questions – is it external or internally based? A
technical problem? Inter-personal? Managerial? What are
potential impacts or consequences?
◦ Examine and analyze the situation causing the problem and
alternatives available
◦ The PM must make a decision – determine the best course
of action and implement the decision (not too late though).
 PM Skills
Negotiation and Influencing Skills
◦ To be effective at problem solving – requires negotiating
and influencing skills
◦ Negotiating is working with others to come to an agreement
i.e. One-on-one or in teams
◦ Required in almost every area of the project – budgets,
contacts, resource assignments, scope definition
◦ Influencing is convincing the other party that one thing is
better than another
◦ Required that you understand the formal and informal
structure of all organizations involved.
 Power and Politics -techniques used to influence people to
perform
 PM Skills
Power and Politics
◦ Power –the ability to get people to do things that
they wouldn’t do otherwise. The ability to change
minds and the course of events and to influence
outcomes.
◦ Politics –involves getting groups of people with
different interest to cooperate creatively even in the
midst of conflict and disorder.
(Kim Heldman pg. 10)
 PM Skills

Project Managers are generalists with many

skills in their repertoire. They might possess
technical skills, but technical skills is not a
pre-requisite for sound project management
skills.

The project team is the group of people on

whom the PM will rely for technical details.
 Project Objectives
Must be clear about the Project Objectives
Contained in the Project Charter.
Projects are considered complete when the objectives
are met – Quality activities ensure that these are met.
Risk Management enhances opportunities and
reduces threats to project activities – risk (i.e. things
that could negatively impact) should be tracked.
Objective often require trade offs between
requirements and objectives.
Contraints

• Risk • Ris
k
Time Cost

Qualit
Scope
y

• Risk • Ris
k
Thank You
1.5 Project Management and
Operations
Definition: Management
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a
repetitive service.  

Examples:
Production operations, manufacturing operations, and accounting
operations, etc.

Key Points:  
 Though temporary in nature, projects can help achieve the
organizational goals when they are aligned with the organization’s
strategy.
  Organizations sometimes change their operations, products, or
systems by creating strategic business initiatives.
1.5 Project Management and
Operations Management
Projects require project management while
operations require business process mgt. or operations management.
 
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;
Improvement of operations or the product development process; or
Until the divestment of the operations at the end of the product life
cycle.
1.5 Project Management and
Operations
Key Points: Management
At each point, deliverables and knowledge are
transferred between the project and operations
for implementation of the delivered work.
This occurs through a transfer of project resources to operations
toward the end of the project, or through a transfer of operational
resources to the project at the start.
 
Operations are permanent endeavors that produce repetitive outputs,
with resources assigned to do basically the same set of tasks
according to the standards institutionalized in a product life cycle.
Unlike the ongoing nature of operations,
projects are temporary endeavors.
1.7 Project Management Body of
Knowledge
The PMBOK Guide is the standard for managing most projects most
of the time across many types of industries.

This standard describes the project management processes, tools, and

techniques used to manage a project toward a successful outcome.

This standard is unique to the project management field and has

interrelationships to other project management disciplines such as
program management and portfolio management.
 
Project management standards do not address all details of every
topic.