INTRODUCTION TO Lloyd Cordero

PROJECT MANAGEMENT ELEC 3

LEARNING OBJECTIVES
1. Define what is Project and distinguish the difference from an Operation
2. Identify what is Program and Portfolio
3. Determine how Project can be successful and considered as failure
4. Define what is Project Management and the Triple Constraints
5. Identify Project Key Success Factors and Key Areas of Project Management
6. Understand what are the Key Decisions in Project Management
7. Discuss the behavioral aspects of projects in terms of project personnel and the
project manager.
DISCUSSION OUTLINE
1. What is Project?
2. Difference of a Project from an Operation
3. Program Vs. Portfolio
4. Success and Failure of a Project
5. Project Management and the Triple Constraints
6. Project Key Success Factors and Key Areas of Project Management
7. Key Decisions in Project Management
8. Project Manager and Project Team
PROJECT OR OPERATIONS?
Which is a project and which is an operation?

OR

Front desk service Building construction

PROJECT OR OPERATIONS?
Which is a project and which is an operation?

OR

Marriage ceremony Payment transaction in a grocery

PROJECT OR OPERATIONS?
Which is a project and which is an operation?

OR

Restaurant service
Moon exploration
WHAT IS A PROJECT?
A project is a temporary endeavor undertaken to produce a unique product or service
WHAT IS A PROJECT?
A project is a temporary endeavor undertaken to produce a unique product or service

TEMPORARY UNIQUE
- New
- Definitive undertaking,
beginning and CHARACTERISTICS
OF PROJECT unfamiliar
end ground
WHAT IS A PROJECT?
A project is a temporary endeavor undertaken to produce a unique product or service

TEMPORARY UNIQUE
- New
- Definitive undertaking,
beginning and CHARACTERISTICS
OF PROJECT unfamiliar
end ground

The end is reached when:

• Project objectives has been achieved.
• When it becomes clear that project will
not/cannot be met
• The need for the project no longer exists
and project is terminated
WHAT IS A PROJECT?
A project is a temporary endeavor undertaken to produce a unique product or service

TEMPORARY UNIQUE
- New
- Definitive undertaking,
beginning and CHARACTERISTICS
OF PROJECT unfamiliar
end ground

PRODUCT
The end is reached when:
• Project objectives has been achieved.
• When it becomes clear that project will SERVICE
not/cannot be met
• The need for the project no longer exists
and project is terminated RESULT
WHAT IS A PROJECT?
“Unique process consisting of a set of coordinated and controlled activities with
start and finish dates, undertaken to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality and resources”

a PROJECT…
is a planned set of activities.
has a scope.
has time, cost, quality and resource constraints.
has an established objective.
has a defined life span with a beginning and an end.
Involves doing something never been done before
WHAT IS A PROJECT?
“Unique process consisting of a set of coordinated and controlled activities with
start and finish dates, undertaken to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality and resources”

a PROJECT…
• is a planned set of activities.
• has a scope.
• has time, cost, quality and resource constraints.
• has an established objective.
• has a defined life span with a beginning and an end.
• Involves doing something never been done before
ROUTINE WORK VS. PROJECT
Routine, Repetitive Work (Operations)
Taking class notes
Daily entering sales receipts into the
accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured product
Projects
Writing a term paper
Setting up a sales kiosk for a professional
accounting meeting
Developing a supply-chain information
system
Writing a new piano piece
Designing an iPod that is approximately 2
X 4 inches, interfaces with PC, and stores
10,000 songs
Wire-tag projects for GE and Wal-Mart
PROGRAM AND PORTFOLIO
PROGRAM – group of related Portfolio
projects, subprograms, and program
activities managed in a coordinated way
to obtain benefits from managing them
Program

PORTFOLIO - refers to projects,

programs, subportfolios, and operations
managed as a group to achieve
strategic objectives Project
IN ORDER FOR A PROJECT TO BE A SUCCESS
1. Customer 2. Completed
requirements within allocated
satisfied/ time frame
exceeded
SUCCESSFUL
3. Completed PROJECT! 4. Accepted
within allocated by the
budget customer
PROJECT MANAGEMENT
The application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholders needs and expectations
PROJECT MANAGEMENT
The application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholders needs and expectations

It includes PLANNING, ORGANIZING,

DIRECTING/LEADING and CONTROLLING
activities in addition to motivating the people
involved in the project management
WHY NEED TO DO PROJECT MANAGEMENT?
• Accountability
• Improved project organization and tracking
• Better control of financial, physical and human resources
• Improved customer relations
• Reduced duration and cost
• Higher worker morale
• Reduced complexity of inter-related tasks
• Allows measurement of outcome versus plans
• Early identification of problems and quick correction
TRIPLE CONSTRAINT OF PROJECT MANAGEMENT
Time – Finish on time
Cost – Complete within the budget
Scope – All deliverables are completed
Quality – Meet performance requirements and
quality target

Increased Scope = increased time +

increased cost
Tight Time = increased costs + reduced scope
Tight Budget = increased time + reduced
scope
TRIPLE CONSTRAINT OF PROJECT MANAGEMENT
Time – Finish on time
Cost – Complete within the budget
Scope – All deliverables are completed
Quality – Meet performance requirements and
quality target

Increased Scope = increased time +

increased cost
Tight Time = increased costs + reduced scope
Tight Budget = increased time + reduced
scope
PROJECT KEY SUCCESS FACTORS
1. Top-down commitment.
2. A respected and capable project manager.
3. Enough time to plan.
4. Careful tracking and control.
5. Good communications.
KEY AREAS OF PROJECT MANAGEMENT
• Scope Management - Primarily it is the definition and control of what IS and
IS NOT included in the project

• Issue Management - Issues are restraints to accomplishing the deliverables of

the project. Typically identified throughout the project and logged and tracked
through resolution.

• Cost Management - This process is required to ensure the project is

completed within the approved budget and includes: Resources, people, equipment
and materials.
KEY AREAS OF PROJECT MANAGEMENT
• Quality Management - is the process that insure the project will meet the
needs.
“conformance to requirements” – Crosby
“fitness for use” – Juran
“ the totality of characteristics of an entity that bear on its ability to satisfy stated
and implied need’ – ISO 8402:1994

• Communications Management - This process is necessary to ensure timely

and appropriate generation, collection, dissemination, and storage of project
information.
KEY AREAS OF PROJECT MANAGEMENT
• Risk Management - Risk identification and mitigation strategy that includes
risk updating and tracking.

• Change Control Management - Define how changes to the project scope

will be executed.
KEY DECISIONS IN PROJECT MANAGEMENT
• Deciding which projects to implement
• Selecting the project manager
• Selecting the project team
• Planning and designing the project
• Managing and controlling project resources
• Deciding if and when a project should be terminated
DECIDING WHICH PROJECT TO IMPLEMENT
Criteria
• budget,
• availability of appropriate knowledge and skill personnel,
• cost–benefit considerations.

other factors
• availability of funds,
• safety issues,
• government-mandated actions, and so on.
SELECTING THE PROJECT MANAGER

The project manager is the central person in the project.

A coach, someone who thinks of a big picture to make a
project successful. They oversee the project and push the
team forward.
 SELECTING THE PROJECT MANAGER
PROCESS RESPONSIBILITIES
• Project issues
• Disseminating project
information
• Mitigating project risk
• Quality
• Managing scope
• Metrics
• Managing the overall
work plan
The project manager is the central person in the project.
A coach, someone who thinks of a big picture to make a
project successful. They oversee the project and push the
team forward.
 SELECTING THE PROJECT MANAGER
PROCESS RESPONSIBILITIES PEOPLE RESPONSIBILITIES
• Project issues • Implementing standard
• Disseminating project processes
information • Establishing leadership
• Mitigating project risk skills
• Quality • Setting expectations
• Managing scope • Team building
• Metrics • Communicator skills
• Managing the overall
work plan
The project manager is the central person in the project.
A coach, someone who thinks of a big picture to make a
project successful. They oversee the project and push the
team forward.
PLANNING AND DESIGNING THE PROJECT
It require decisions on…
• project performance goals,
• a timetable for project completion,
• the scope of the project,
• what work needs to be done,
• how it will be done,
• what resources will be needed,
• a budget,
• when and how long resources will be needed.
MANAGING AND CONTROLLING
PROJECT RESOURCES
This involves…
• managing personnel, equipment, and the budget;
• establishing appropriate metrics for evaluating the project;
• monitoring progress;
• taking corrective action when needed
• designing an information system and deciding what project documents
needed.
DECIDING IF AND WHEN A PROJECT SHOULD BE
TERMINATED
Considerations:
• likelihood of success,
• termination costs,
• whether resources could be better used elsewhere.
WHY DO PROJECT FAILS?
A FAILED PROJECT OCCURS WHEN THERE IS…
2. Poor
requirements
gathering
1. Scope creep
PROJECT
3. Unrealistic FAILURE! 4. Lack of
planning and resources
scheduling
 THE PROJECT LIFE CYCLE
Analysis and preparation
1. INITIATION

• Follow-up with the client 2. PLANNING

5. CLOSURE • Develop the project schedule &
• Deliver project files AND time frame
EVALUATION
• Allocating required resources

Quality Assurance 4. MONITORING

AND CONTROL 3. EXECUTION • Translation
• Editing/Reviewing
• Proofreading
REFERENCES
Introduction to Project Management, Waleed Naggar (Feb 15, 2016).
https://www.slideshare.net/wnaggar/introduction-to-project-management-58287985
General introduction to project management,
Dania Abdel-aziz (Jul 26, 2017). https://www.slideshare.net/coolgirl0000/lecture-1-general-
introduction-to-project-management
Introduction to Project Management,
Kimmo Haapea (Jan 5, 2016). https://www.slideshare.net/KimmoHaapea/introduction-to-project-
management-56691831
PMP Lecture 1: Introduction to Project Management,
Benha University (Mar 17, 2017). https://www.slideshare.net/mohamedloey/pmp-lecture-1-
introduction-to-project-management
Introduction-to-project-management,
Savaş Şakar (Jul 20, 2011),
https://www.slideshare.net/savassakar/introductiontoprojectmanagement
ASSIGNMENT NO. 1
Propose for (1) Project:
1. Project under your specialty. Then briefly discuss a summary of the project. Use
the following format below:
• Project Title
• Date start and finish
• Project Objectives
• Project Scope (include resources: people, equipment, material, cost and
budget)