Fundamentals of Project

Management
Module 1

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Learning Outcomes
Be able to distinguish projects from routine work and
assignments.
Be able to explain the basic framework of the Project
Management (PM) discipline, according to the knowledge
areas, process groups, and life cycle phases in the
PMBOK guide.
Be able to explain the role and significance of project
management to project success in an enterprise.

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Project Management Profession
Started with the military where several project
management techniques were developed.
1917 Henry Gantt developed the Gantt Chart as a tool
for scheduling work in job shops
1946 modern concept of project management started
with the Manhattan Project.

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Project Management Profession
1999, a computer world article listed PM as the number
one position that IT managers say are needed.
Fortune called PM as the number one career choice in its
article Planning a Career in a World without Managers
PMI said that in the 21st Century, the demand for skilled
project managers is an all-time high as organizations and
agencies continue to focus on higher productivity and
greater customer satisfaction with minimum resources.

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Project Management Profession
Industry Trends
More complex business challenges
Pressure on bottom line targets
Massive cost reduction programs
Limited productivity improvement through capital
equipment
Rapid changes in technology

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 What is a PROJECT?

A project is a temporary
endeavour undertaken to
accomplish a unique purpose!

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 What is a PROJECT?

A project is a temporary
endeavour undertaken to
accomplish a unique purpose!

Must have a well-defined objective

Should provide a unique product,
service, or result.

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 What is a PROJECT?

A project is a temporary
endeavour undertaken to
accomplish a unique purpose!

Has a definite beginning and a

definite end.
Has a given time frame.

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What is a Project?
Non-repetitive enterprise
Clear and logical sequence of events
Has a beginning, middle, and end
Clear and defined objective
Conducted by people
Uses up resources
Has pre-defined parameters

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What is a Project?
It can be implemented in all areas of human activity,
including administrative, strategic, and operational works,
as well as in personal life.
Below are some of its examples:
Writing a Book
Building a new factory
Developing a new product
Undertaking a trip
Cleaning the house
Restructuring a department
Solving a quality problem

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What is a successful Project?
A project is considered successful if:
The customer is satisfied and delighted with the final
deliverable
Deliverable is handed off on-time or as scheduled
Project is within budget
Team members have increased their skills and knowledge as a
result of the projects
The organization has benefitted from the lessons learned by
the team

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Triple Constraint of a Project

How much will be the cost to

complete the project?

COST

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Triple Constraint of a Project

How much will be the cost to

complete the project?

COST

TIME

How long will it take to

complete the project?

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 Triple Constraint of a Project
What is the
project trying to
accomplish?

What unique
deliverable does How much will be the cost to
the customer or SCOPE
complete the project?
sponsor expect
from the project? COST

TIME

How long will it take to

complete the project?

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 Triple Constraint of a Project

Expectations for each constraint

provide the project targets

SCOPE

COST

TIME

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Exercise
Is this a project?
Meeting with employees to discuss new procedures.
Implementing a company-wide computer network.
Taking charge of producing a monthly news letter that will go
out to everyone in the company.

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All Projects are work; but not
all work is a project

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Project Management
Project Management is the systematic application of
knowledge, skills, tools and techniques in order to meet
project expectations and requirements.
Project Managers not only strive to meet specific scope,
time, cost and quantity goals of the project.
They must also facilitate the entire process to meet the needs
and expectations of the people involved in or affected by the
project activities.

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Why Project Management (PM)?
Better control of financial, physical, and human resources
Better internal conditions
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher worker morale
Improved productivity

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Critical project Success Factors
Use an integrated toolbox;
Grow project leaders;
Develop a streamlined project delivery process; and
Measure project health using metrics.

Source: Milosevic and Ozbay, Delivering Projects: What the Winners Do:, (2001)

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PM and Other Disciplines

PM Knowledge
& Practice

General Application
Management Area
Knowledge Knowledge
& Practice & Practice

PM Module 1
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PM and Other Disciplines

PM Knowledge
& Practice

GM: Work is
General Application
repetitive, on- Management Area
going, and done as Knowledge Knowledge
day-to-day & Practice & Practice
activities

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PM and Other Disciplines

PM Knowledge
& Practice

General Application AA: Sales,

Management Area Marketing,
Knowledge Knowledge Finance,
& Practice & Practice Accounting,
Production, IT, etc.

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PM and Other Disciplines
PM: Projects are
unique, temporary,
PM Knowledge and involves
& Practice various resources

General Application
Management Area
Knowledge Knowledge
& Practice & Practice

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PMBOK Guide to PM
A guide that represents the totality of knowledge within
the PM area;
Provides a common terminology in project management;
and
Covers 42 processes divided into 9 knowledge areas.

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Knowledge Areas
Core Functions
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Facilitating Functions
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management

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Core Functions
Project Scope Management
Defining and managing all the work required, and only the
work required, to successfully complete the project. This
includes:
Scope Planning
Scope Definition
Creating the Work Breakdown Structure (WBS)
Scope Verification
Scope Control

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Core Functions
Project Time Management
Processes required to ensure the completion of the projects
according to the appointed time. This includes:
Activity Definition and Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

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Core Functions
Project Cost Management
Processes required to ensure that the project is completed
within its allotted budget. This includes:
Cost Estimating
Cost Budgeting
Cost Control

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Core Functions
Project Quality Management
Processes that ensure that the project will satisfy stated or
implied needs for which it was undertaken. This includes:
Quality Planning
Quality Assurances
Quality Control

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Facilitating Functions
Project Human Resource Management
Processes required that ensure to make a more effective use of
the people involved with the project. This includes:
Organizational Planning
Staff Recruitment
Team Development
Team Management

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Facilitating Functions
Project Communication Management
Processes required in generating, collecting, disseminating and
storing project information. This includes:
Communications Planning
Information distribution
Performance Reporting
Managing Stakeholders

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Facilitating Functions
Project Risk Management
Planning, identifying, analysing, monitoring, and responding to
risks related projects. This includes:
Risk Planning
Risk Identification
Qualitative Risk Analysis
Risk Qualification
Risk Response Development
Risk Monitoring and Control

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Facilitating Functions
Project Procurement Management
Processes required to purchase or procure goods and services
that are needed for a project outside the performing
organization. This includes:
Purchase and Acquisitions Planning
Contracting Planning
Seller Response Requisition
Source Selection
Contract Administration
Contract Close-out

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Project Integration Management
Involves coordinating all of the other project management
knowledge areas throughout a projects life cycle; and
Ensure that all the elements of a project come together
at the right times to complete a project.This includes:
Project Charter Development
Preliminary Project Scope Involvement
Project Management Plan Development
Project Execution Management
Project Work Monitoring and Control
Change Control
Project Closeout

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 Before we move Any
Questions?

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PM Life Cycle Phases
Set of phases in the project that allow the evaluation of a
series of similarities that can be found in all projects,
regardless of context, applicability, or area of activity.
Typically split into 5 phases:
Initiating
Planning
Executing
Controlling
Closing

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PM Life Cycle Phases
Initiating includes actions to commit to begin or end
projects and project phases. Needed:
Define the business need for the project
Sponsor of the Project
Take on Role of the Project Manager
Identify the project team members and define the project
governance
Develop the Project Charter

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PM Life Cycle Phases
Planning includes devising and maintaining a workable
scheme to accomplish the business need that the project
was undertaken. Needed:
Project Plan (scope, schedule & sequences of activities,
responsibilities, cost & time estimates, resources required, risks
involved)

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PM Life Cycle Phases
Executing includes coordinating people and other
resources to carry out the project plans and produce the
products or deliverables of the project or phase. Needed:
Project Team and leadership
Assuring project quality
Disseminating information
Procuring necessary resources
Delivering actual work

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PM Life Cycle Phases
Controlling processes ensure the project objectives are
met. Needed:
Performance and status reviews (progress vs. plan) and
reporting
Change management

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PM Life Cycle Phases
Closing includes formalizing acceptance of the phase or
project and bringing it to an orderly end. Needed:
Administrative activities (archiving project files, documenting
lessons learned, receiving formal acceptance or work
delivered)

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 End of Module 1Any
Questions?

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