Professional Documents
Culture Documents
01 PM Imdr
01 PM Imdr
Sunday, M 1
PROJECT MANAGEMENT
Sunday, M 2
PROJECT MANAGEMENT
Sunday, M 3
PROJECT MANAGEMENT
Sunday, M 4
Brainstorm - What is a project ?
PM PM PM
Project Management is:
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Brainstorm - What is a project ?
PM PM
Project is: A temporary endeavor PM
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undertaken to create a unique product,
service or result PM
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Temporary – Definitive beginning andPM
end
PM – New undertaking, unfamiliar
Unique
ground PM
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Generate Examples and Non-Examples
of Projects PM
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What is a project ?
10
What is a Project?
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Project Triple Constraint
Sc
Tim
op
Quality
e
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Cost
Triple Constraints …1
The time constraint is the amount of time available to
complete a project. All projects have deadlines or
end dates. This may be the most difficult constraint
to manage.
The cost constraint is the budgeted amount available
for the project. Remember that cost also translates
to resources – people, equipment, and materials.
The scope constraint is what must be done to
produce the project's end result – the system you
need – meeting your requirements!
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Triple Constraints ..2
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PROJECT MANAGEMENT
Sunday, M 15
Difference between Project and General Mgt
Program
• Strategic Direction setting for achieving something unique e.g.
Setting up a manufacturing plant
Project
• Strategic level action to bring the program alive. A program
could have a number of projects e.g. Plant construction,
Product development
Operations
• Continuous, Repetitive activities to implement and achieve the
objectives e.g. Production, Marketing, Purchasing
Improvement
• Operationally unique activities to bring about efficiency e.g.
Kaizen. Improvement projects then get frozen as Operations
Sunday, M 16
Difference between Project and General Mgt
Ongoing
Operation Repetitive
Sustain the business
Work Management by Project
Performed by people
Project Constrained by limited
resources
Planned, executed and
Temporary controlled
Begin ,End
Unique Market
Uncertainty Window
Team
Progressive Elaboration
Disbanded
Project Management 17
PROJECT MANAGEMENT
Sunday, M 18
Projects
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Types of Projects
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Areas of Project Management
Prototype developments
Plant & Machinery installation
Event management
Satellite launches
Missions to Planets
Holding of General Election
Film making
Carrying out Research
Carrying out Feasibility Studies
Laying pipelines, cables
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Forward & Backward Integration Projects
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PROJECT MANAGEMENT
Sunday, M 23
Project Life Cycle
Project Life Cycle
Commissioning
Resources
/ End of project
Planning Implementation phase
Conception Phase Phase
Phase
Time
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Project Life Cycle – Elaborated to 6 Phases
Execution
Initiation Definition Planning Implementation Deployment Closing
Phase Phase Phase Phase Phase Phase
Project Life Cycle
Sunday, M 31
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Sunday, M 33
Phase 2 – Definition (Conception)
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Project Life Cycle
• Resource Planning
• Work Breakdown Structure
• Project Schedule Development
• Quality Assurance Plan
• Organize and staffing
• Sign off on the Project Plan
Planning/ Design Phase
Preparation of detailed specifications and performance
requirements
Determination of realistic costs
Identification of detailed activities and tasks and their
precedence
Determination of Time Schedules for Implementation &
Commissioning phases
Firm identification of Human and other resources
Detailed study of risks and plans to mitigate those
Definition of interfaces within and external to the organization
Documentation of Policies, procedures, job descriptions,
budget, Time schedules etc.
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The point of Planning is NOT to blindly follow the
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plan, but to gain a better understanding of
what needs to be done.
“In preparing for battle, I have always found
that plans are useless, but planning is
indispensable” – Eisenhower
The other purpose of a plan is for
communication – your stakeholders care about
whether you are on-track/late/etc
Project Life Cycle
(i) Implementation
• Training Plan
• System Build
• Quality Assurance
Implementation Phase
Mobilization of resources;
Actual construction, implementation;
Regular Monitoring of Progress versus Plans
Review meetings for Project progress and/or changes
in needs/specifications,
Carry out Corrective action if the progress is at
variance with Plans
Regular reporting of progress to higher authorities,
customers & interested parties;
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Project Life Cycle
Execution (Implementation and Deployment):
(ii) Deployment
• User Training
• Production Review
• Start Using
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Project Life Cycle
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Iterative and incremental life cycles
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Adaptive life cycles (aka change-driven or
agile methods)
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Organizational Structure & Project Life Cycle Relationship
Top Management
Conception
Senior Management
Planning Managers
Implementation
Staff/Workmen
& Commissioning
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PROJECT MANAGEMENT
Sunday, M 49
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Need for project management;
• Market demand
• Strategic Opportunity
• Customer request
• Legal requirements
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What is Project Management
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Project Set-up in Brief
Scope Management
Issue Management
Time Management
Cost Management
Quality Management
HR Management
Communications Management
Contract Management
Risk Management
Change Control Management
Stakeholder Management
Resources Management
Procurement Management
Integration Management
Scope Management
Specific
Measurable
Assignable
Realistic
Time related
Written
Well defined
Clearly understood
Achievable
Scope Creep
Scope creep refers to the work scope being enlarged as the project
progresses
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Cornerstone Contraints
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Suggestions for Reducing Incomplete and
Changing Requirements (continued)
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Issue Management
Issues are restraints to accomplishing the deliverables of the
project.
Typically identified throughout the project and logged and
tracked through resolution.
Following processes are followed:
– How and where issues are identified and tracked
– Process of escalating issues up the hierarchy
– The process for updating issues status regularly
– The vehicle by which team members can access documented
issues
Resources Budget
people
equipment
materials
Quantities
Quality Management
– Quality Management is the process that insure the project will meet
the needs through Quality Planning, Quality Assurance, and Quality
Control
• Clearly Defined Quality Performance Standards
• How those Quality and Performance Standards are measured
and satisfied
• How Testing and Quality Assurance Processes will ensure
standards are satisfied
• Continuous ongoing quality control
Schedule changes
All changes require collaboration and buy in via the project sponsor’s signature
prior to implementation of the changes
Benefits of project management
Project management was developed to save
cost and time by properly planning a project
and considering all relevant factors which
may affect its outcome
Customer
Completed within
Requirements
allocated time frame
satisfied/exceeded
1. User involvement
2. Executive support
3. Clear business objectives
4. Emotional maturity
5. Optimizing scope
6. Agile process
7. Project management expertise
8. Skilled resources
9. Execution
10. Tools and infrastructure
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Project Success Rules
#1 Gain consensus on project outcome.
#2 Build the best team possible.
#3 Develop a comprehensive, viable plan and keep it
up-to-date
#4 Have a realistic schedule.
#5 Don’t try to do more than can be done.
#6 Remember that people count.
#7 Gain the formal and ongoing support of management
and stakeholders.
#8 Be willing to change.
#9 Keep others informed of what you’re up to.
#10 Be willing to try new things.
#11 Become a leader
Project Failure
Poor Requirements
Scope Creep
Gathering