INTRODUCTION TO

PROJECT MANAGEMENT
SESSION 1-2
 Agenda

 What is a Project and its source?

 Project Constraints
 How do you define Project success?
 What is Project Management?
 Project, Programs and Portfolios
 Program and Portfolio Management
 Project Manager
 Organizational Structure
 Project management Office
 Project Stakeholders
 PM Life Cycle and its types
 PM processes
 What is a Project?
 A project is temporary
 Definite start and end date
 Defined scope and resources
 It is unique
 Not a routine work everyday operational work which has a repetitive output.

TEXT BOOK DEFINITION: It is a specific set of activities designed to accomplish a well-

defined unique objective.
 Examples of Projects
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 Construction of a Building
 Configuring a new network
infrastructure of an organization
 MARS exploration mission of NASA
 Setting up a disaster recovery center for
an organization
 Updating any hardware drivers in the
whole organization system
 Great Wall of China was a project
 Taj Mahal construction
 A man reaching moon, designing a car,
or software
 Exercise

 Setting up a mobile phone factory

 Assembling thousands of mobile phone everyday
 Putting together a team of research analysts to come up with a design and
prototype of a water proof phone within 6 months
 Manufacturing thousands of those water proof phones using the design blueprint
 Where do Projects come from or Origin of
Projects?
 Novel technology  Legal Requirements
 Competitive Forces  Business Process Improvements
 Material Issues  Strategic Opportunity
 Political Changes  Business Need
 Market Demand  Social Need
 Economic changes  Environmental Considerations
 Customer Request  Stakeholder Demands
 Project Constraints
 Classic Triple Constraint Triangle
 Should be noted that these
constraints are inter-related, so a
strain on any one of the core
constraints will affect one or more
of the other constraints.
 This is also known as Iron Triangle.
How would you define the Project Success?
 Schedule

 Continually evaluate your progress as you go

 Work out the schedule slippages in a timely manner

Example: Original deadline for Bangalore Metro phase 1 was March 2010.
After missing atleast 9 subsequent publicly announced deadlines, the phase 1
metro was finally opened to public in Oct 2011.
 Cost
 Cost Management could actually rank first in this list

 Evaluate, Look forward and reforecast to compare with the original budget.

In 2006, 33 km of Bangalore Metro Phase 1 work had a baselined cost of INR

6, 395 crores (INR 63.95 bn.). Due to delays and extension of metro work to
42.3 km, the final cost of Phase 1 work came out to be INR 14, 405.01 crores
(INR 144.05 bn)
 Quality
 Quality should also be reviewed on time or at the end of the project phase

 Quality standards should be well defined and accessible

Personal Reviews where Quality Standards are not well defined:

The food is good here.
That movie is boring.
This phone is really bad.
 Stakeholders Satisfaction
 Every survey conducted for a reason

 Every qualitative checks during the course of the project is worth it instead
of somehow working through the project and completing it with only the
PM being happy.

The presence of a high-pressure petroleum pipeline forced the Bangalore

metro route to airport to be altered. The Bangalore-Mangalore Petroleum
Pipeline has become an important stakeholder.
 Alignment to Business Case

 Cost, schedule, Quality are just one part of the puzzle, but did the project meet the
original benefits it set out for?

 Do the problems that led to the project being conceived still exist? Are you working
on something nobody wants?

What if people find shared cabs a better, more convenient and cheaper alternative to
metro?
 What is Project Management?
 Project management is the application of knowledge, skills, methods, experience,
tools and techniques on project activities to meet the project objectives.
 Business leaders understand that project management is a function within the
organization and hire individuals that are specifically trained in this discipline
(Project managers) to handle organization's project management needs.
 Managing Project involves
 identifying requirements
 Addressing various needs, concerns, expectations of the stakeholders in planning and
executing the project
 Maintaining, setting up proper communications among the stakeholders
 Managing stakeholders towards meeting project requirements and creating project
deliverables
 Competing project constraints: Scope, Quality, Schedule budget, resources and risks
 Projects, Programs, Portfolios
 Programs

• Programs are commonly defined as a group of related projects that provide certain benefits
when managed together
• Managing the development of all e-commerce projects can be a program
• Equation: Programs = Subprograms + Projects and Sub projects

 Portfolios

• Portfolios are not just a group of programs but can also include projects that do not align with
any program
• Managing all types of website development related to projects and programs can be a
portfolio while managing all mobile apps related pojects and programs can be another
portfolio.
• Equation: Portfolio = Sub Portfolios + Programs and subprograms + Projects and subprojects
 Projects, Programs, Portfolios
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18 Projects, Programs, Portfolios Interaction
 19 Program Management
Managing multiple projects in a co-ordinated fashion to achieve the required benefits/ objectives
20 Portfolio Management
Portfolio Management objective is to achieve strategic objectives or an organization.

Tata Motors Reliance

industries
 21 Organizational PM

PMBOK Definition: It is a strategy

execution framework utilizing
project, program and portfolio
management as well as
organizational enabling practices to
consistently and predictably deliver
organizational strategy producing
better performance, better results
and a sustainable competitive
advantage
Ref: PMI
22 Organizational PM
 Project and Strategic Planning

Strategic Consideration for Projects:

❖ Market Demand
❖ Strategic Opportunity/ Business Need
❖ Social Need
❖ Environmental Consideration
❖ Customer Request
❖ Technological Advance
❖ Legal Requirement

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 Agenda Check

 What is a Project and its source?

 Project Constraints
 How do you define Project success?
 What is Project Management?
 Project, Programs and Portfolios
 Program and Portfolio Management
 Project Manager
 Organizational Structure
 Project management Office
 Project Stakeholders
 PM Life Cycle and its types
 PM processes
 Project Manager

PROJECT MANAGER
Person assigned by the
performing organization to lead
the team that is responsible for
achieving project objective

FUNCTIONAL MANAGER
Focuses on providing OPERATIONS MANAGER
management oversight for a Ensures that business
functional or business unit operations are efficient

Managers
PMI Talent Triangle
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 Organizational Structure

 Determination of the appropriate organizational structure type is a result of the study

of tradeoffs between two key variables:
 Organizational structure types available for use
 How to optimize them for a given organization

 There is no one size fits all structure for any given organizations. The final structure is
unique due to the numerous variables to be ocnsidered
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Credit: Trinity
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Project Management Office (PMO)

 A PMO is a group or department that defines and maintain standards for

project management within an organization.

 The PMO strives to standardize and introduce economies of repetition in the

execution of projects.
 Types of PMO
 Supportive PMO: Basically they provide templates that PM and the PM
team can use to manage the project.

 Controlling PMO: In addition to what supportive PMOs do, controlling PMOs

can audit a project to ensure the processes prescribed byt hem are being
followed.

 Directive PMO: Assigns PMs to projects and project managers ends up

reporting directly to the PMO.
Practice Questions:
 PMO meets the PM every once in a while to go over the project documents
to ensure compliance
 PMO audits the project status at regular intervals to ensure reporting
integrity
 PM reaches out to the PMO for a template of Change log
 PMO shares the organizations knowledge base and lessons learned for the
PM to use
 You are assigned a project to work on by the PMO
 Before the project can move from Design to Coding, the PMO ensures that
all the prescribed design processes were followed
 Project Stakeholders
 Anyone who will be affected by the outcome of the project is a stakeholder

 PM identifies all stakeholders and manages their expectations

 Remember that there can be negative stakeholders, they are negatively

impacted by the outcome of your project.
3 things to remember about Stakeholders

 Not all stakeholders have the same power or impact

 Not all stakeholders will always be satisfied

 They don’t have to be

 Project Management Life Cycle (PMLC)

 The Project management Life Cycle comprises of the stages or phases that a
project typically goes through

 Each project essentially has four phases: Initiation, Planning, Execution and
Closure.

 Monitoring and Controlling is one activity that is common to all the phases.
PMLC
 Types

 Predictive Life Cycle

 Iterative and Incremental Life Cycle

 Adaptive Life Cycle (Agile)

 Predictive Life Cycle/ Waterfall Model/ Fully
Plan Driven Life Cycle

 The project takes a phase by phase approach whereby the work on each phase is
completed before moving onto the next phase.

 For instance. All requirements must be signed off before development can begin

 In the end, the outcome is the final product.

 Iterative and Incremental Life Cycle

 The project team can start working on a single set of requirements once they are
signed off instead of waiting for entire requirements to be freezed.

 The outcome is partial product which increment as we move further.

Adaptive Life cycle/ Change Driven/ Agile

 Just like the Waterfall model, the project will take the phase by phase approach
but multiple times

 Each iteration will generate a deliverable or a set or deliverables

 The outcome could be an instance of the end product which can be improved in
further iterations.
THANK YOU
 PLC

(Slides Credit Goes to : Anand Bobade)

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Advantages of Multiple Iteration of Project Management
Process

• Revalidation the project after each iteration – Identification of Kill Points

• Replanning of Project – Replan the entire phases of the project, doing the
refine, improve and replanning.

• Introduce Improvements – Whatever problems identified ca ne improved.

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PROJECT INTEGRATION
MANAGEMENT
CHAPTER – 4 (pmbok 6TH EDITION)
 AGENDA
 Why manage integration?
 Develop Project Charter
 Develop Project Management Plan
 Direct and Manage Project work
 Manage Project Knowledge (New Addition)
 Monitor and control Project work
 Perform Integrated Change control
 Close Project or Phase
Deming Cycle and PM Processes
 Develop Project Charter
 To create a document that formally authorizes a project.
Project Charter template

Project+Charter+Template.docx
 STATEMENT OF WORK (SOW)
 Narrative description of products or services to be delivered by the project. Every
project SOW should include:

 Business Needs
 Product Scope description
 Strategic Plan
 Business Case
Business case
 Defines why project is worthy of the organizations money to be invested
 A justification document
 Typically business need and cost/benefit analysis is part of this document

Contract
Its not always needed, if organization does project for others this is required

Cases are created so that a project can answer or satisfy one of the following:
 Market demand
 Business need
 Customer request
 Technological Advance
 Legal Requirement
 Social Need
 Benefits Measurement Models
 Murder Board
 Peer review
 Scoring Models
 Cash Flow Analysis techniques
 Payback Period
 NPV
 IRR
 ROI
 Mathematical Models
 Linear, Dynamic, Integer, Non-linear, Multi Objective Programming
To define, prepare and coordinate all subsidiary plans and integrate them into a
detailed Project management Plan.
 To lead and perform the work defined in the project management plan
 To lead and perform the changed work
 Manage Project Knowledge
 Manage Project Knowledge is the process of using existing knowledge and creating
new knowledge to achieve the project's objectives and contribute to organization's
learning (PMBOK 6th 2018).
 Monitor and Control Project Work
 To track, review and report the progress
 Perform Integrated Change Control
To review all change requests, approve changes and managing changes
 Configuration Management
 CM with Integrated Change Control
 Evolutionary Method
 Opportunity to validate impact of change and its impact
 Mechanism for communication

 CM Activities
 Identify Configuration Items
 Status Accounting
 Verification and Audits
 To finalize all activities to formally complete the project or a project phase.
 Project Scope Management

Session 8

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 Agenda
• Significance of managing scope
• Conceptual definition of Project Scope
• Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope

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 Significance of Project Scope

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 Requirements Management Plan
Performing
Scope
Verification at
the end of each
phase and end
of the project

Controlling Project Scope

of Project Definition
Scope
Requirement
Management
Plan

Creation of
Structure of WBS
Detailed
Project Scope
statement

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 Collect Requirements

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 Mindmaps

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 Context Diagram

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 PMBOK Requirement Traceability Matrix

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 Requirement Traceability Matrix

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 Define Scope

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 Create WBS

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 What is WBS?

• Identifies a portion of a total project management plan

• Project management team uses it to organize a project into manageable

objectives

• Creates a blueprint for attaining the completion of the project in a

stepwise manner

• Entire project is defined by the WBS

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 What is WBS?

List of Project output Pictorial representation

ToDO List
and the connected tasks of outputs from general
and activites, connected to specific using
in hierarchical manner activities and taskss

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 WBS Structure

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 Crux To Remember

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 Why WBS required?
Define what needs to be done in the project and the order in
which activities and their tasks should be completed

Determine what resources are required and when they will

be required or in project terminology ‘allocated’

Define tasks for delegation and the skills set required

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 Features of WBS document
Shared with all Project
stakeholders

Identify project milestones

Helps in preparing Gantt Chart

Budget Estimation Assistance

Project risk prediction by

identifying areas of uncertainty

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 Pre-requisite to develop WBS

WBS Prerequisite
Project Proposal: Outline, intended
outcome and deliverables

Conceptual Understanding of the Project

Knowledge and experience

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Creation or Developing structure of WBS

• Listing, grouping, followed by sequencing

• Can involve lot of people, not a one man task

• Top down technique, starting for project outputs, to activities, to specific tasks

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 Levels of WBS
• Level 1: Milestones or Project output

• Level 2: Activities

• Level 3: Task

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 Use of Mind Mapping for WBS Creation

• Write down each output on a separate note

• Break them into two levels: large activities and their associated smaller
tasks, keep adding until all workarounds are covered emerging a structure
• Commonly there are 5-7 activites for each output
• 8/80 rule should be maintained to define a task

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 How we develop WBS?
Decomposition Terminologies:

• Work Package: A deliverable at the lowest or leaf level of WBS

• Code of Accounts: Numbering systems used to identify unique components
• Control Account: A management control point where scope, budget, actual
cost and schedule are integrated and compared to EV for performance
measurement
• Planning Package: A WBS component below the Control Account with
known work content but without detailed schedule activities
• Rolling Wave Planning: It is a form of Progressive elaboration.

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 WBS Dictionary

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 Validate Scope

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 Control Scope

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