 “PM- Scientific Application of Modern Tools &

Techniques in Planning, Financing, Implementing,

Monitoring, Controlling & Coordinating Unique
Activities or Tasks to Produce Desirable output in
accordance with Pre-determined Objectives, within the
Constraints of “Time, Cost, Quality”.

 Accomplished Through:
– Initiating
– Planning
– Executing
– Controlling
– Closing

third lec VU
 Managing a Project Includes:
– Identifying Requirements.
– Establishing Objectives – Clear &
Achievable.
– Balancing Demands for “Quality”.
 AdaptingPlans, & Expectations
of Stake Holders.

third lec VU
 New Processes Supporting Project mgt

third lec VU
 Why Project Management?
 Disciplined Project Management Provides:
– Focal Point for:
 Effective Communications.

 Coordination & Control.

– A Plan to Assess Progress.

– Emphasis on “Time Cost, Performance”.
– PM Provides Framework For:
 Methods
 Processes
 Monitoring
 Change Control

third lec VU
 What Constitute Project Success:
 Within Time, Budgeted Cost.
 Proper performance or specialization level.
 With acceptance of Customer/user.
 Customer as Referee.
 Minimum Scope Changes.
 Without Disturbing:
– Main Work Activities.
– Corporate Culture.

third lec VU
 Program Management
 Scope of program management is wider than that
of project management.
 Program is a group of related projects, managed in
a coordinated way to obtain benefits and control
not available in managing them individually.
 Programs include:
– Elements of related work outside the scope of discrete
project and program.
– Series of Repetitive and cyclic undertakings.

third lec VU
 Examples of Program Management

third lec VU
 Portfolio Management
 A portfolio is a collection of projects or
programs or other work that are grouped
together to facilitate effective management
of that work to meet strategic business
objectives.

third lec VU
 Goals of Portfolio Management
 To maximize the value of portfolio by
careful examination of candidate projects
and programs for inclusion in the portfolio.
 Timely exclusion of the projects not
meeting the portfolio’s strategic objectives.
 Senior management typically take over
responsibilities of portfolio management of
an organization.

third lec VU
 Project Management Office
 An organizational unit to centralize and
coordinate all project management related
activities.
 Also called Project Management
Office/Project Office/Program Office.

third lec VU
 Role of Project Management
Office
 To oversee management of project program or
combination of both.
 Those projects supported by Project Management
Office may not be other than by being managed
together but some Project Management Office do
coordinate and manage related projects as well.
 Project Management Office focuses on
coordination, planning, prioritization and
execution of projects and sub projects.
third lec VU
 Role of Project Management
Office
 It can also provide project management support
for training, software, standardized policies,
procedures to overall direct management and
responsibilities for achieving program objectives.
 It may receive delegated authority to act as
internal stake holder and key decision making
during the initial stages of each project.
 Authority to make recommendations or can
terminate projects.
third lec VU
 Features of Project Management
Office
 Select management and redeploy personnel, if necessary.
 Identification and development of project management
methodologies and practices.
 Clearing house and management for project policies.
 Centralized confirmation management.
 Act as operation officer. e.g. Enterprise project
management.
 Act as central coordination of communication.
 Mentoring platform for project managers.
 Gives project timelines.
 Provide coordination of overall project quality standards.

third lec VU
 Project Manager Vs. Project
Management Office
 Project management Office and Project Manager pursue
different objectives driven by different requirements.
 Project manager is responsible for delivering specific
project objectives within constraints of the project.
 Project management Office is an organizational structure
with specific mandate that can include an enterprise’s wide
perspective.
 Project manager focuses on specific project objectives.
 Project management Office manages major programs,
scope, changes and can view them as potential
opportunities to better achieve project objectives.

third lec VU
 Project Manager Vs. Project
Management Office
 Project manager controls project resources to best meet
project objectives.
 Project management Office optimizes use of shared
organizational resources.
 Project manager manages scope, schedule, cost and
quality.
 Project management Office manages overall risks,
opportunities and various interdependencies.
 Project manager reports on project’s programs and other
project specific information.
 Project management Office provides consolidated
reporting.

third lec VU
 Project Initiation
Identify Needs

Establish Objectives & Constraints

Establish Scope
Undertake Studies Appoint Project
Manager
Generate Alternatives

Approximate Estimating Identify Stakeholders

Establish Feasibility

Obtain Approvals Not Proceed -

End of Project

third lec VU Proceed

 Responsibilities of Project
Manager
 Project manager is a person, responsible for
managing the project within the constraints of :
– Scope
– Quality
– Time
– Cost
 Purpose is to help the manager to deliver specific
requirements and meet & exceed customers’
expectations.
 Project manager sits at the top of the triangle with
project team under him or her.
third lec VU
 Pre-Requisites for Appointing
Project Manager
 Project manager must have sufficient
knowledge of:
– Law
– Economics
– Technical and People handling skills

third lec VU
 Pre-Requisites for Appointing
Project Manager
 Project manager check list include:
– Good general management skills.
– Excellent written and oral communication capabilities.
– Knowledge of inventories and policies related to material and
equipment.
– Scheduling and monitoring techniques.
– Skills of gathering data.
– Understanding of Mathematical and Statistical concepts.
– Good documentation skills.
– Labor relations and safety procedures.
– Ensure project activities according to plan.
– Adjust variety of tasks according to the changing environment.

third lec VU
 Qualities of Project Manager
 Able to work with large number of groups.
 Understand the demands and concerns.
 Understand, interpret and apply necessary
procedures to complete the project.
 Devise methods to control and evaluate project
performance.
 Build spirit of cooperation among participants.
 Relate, compose, classify and evaluate facts.

third lec VU
 A project manager must set objectives,
establish pans, organize resources, provide
staffing, set up controls, issue directives,
motivate personnel and remain flexible.

third lec VU
 Project Management Vs.
Ongoing Management
Project Management:
 Management of time and change.
 Structure of project management is different from ongoing
enterprise.
 Management by project:
– Provides structured, systematic way of solving general
management problems.
– Work is broken into small parts.
– Each part is regarded as a project.
 On identification of work as project, attention shifts to
scope identification and necessary resources.

third lec VU
 Project Management Vs.
Ongoing Management
Ongoing Enterprise
 Looks at the long term goals and the long term
success of the enterprise.
 A thought relationship is les is less important in
ongoing enterprise than in the project.
 Life is simple and certain in for a certain period of
time.
 Work environment is relatively stable.
 Role and relationship is well understood.

third lec VU
 The Successful Project
Manager

third lec VU
 Project Management Body of
knowledge (PMBOK)
 Project life cycle.
 Project management five process group.
 Nine knowledge areas.

third lec VU
 Purpose of Project Management
Body of knowledge (PMBOK)
 TO identify the subset of PMBOK. i.e. generally
recognized as good practice.
 Identify – To provide a general overview as opposed to
exhaustive description.
 Generally Recognized – Knowledge and practices
described are applicable to most projects, most of the time
and there is widespread consensus as to their value and
usefulness.
 Good Practice – General agreement that correct
application of the skills, tools and techniques can enhance
chances of success over a wide range of projects.

third lec VU
 Laws of Project Management
 Project progresses quickly until they are 90% complete,
then they remain at 90% complete forever.
 When things are going well, something will go wrong.
 When things just cannot get worse, they will.
 When things appear to be going better, you have
overlooked something.
 Project content is allowed to change freely, the rate of
change will exceed the rate of progress.
 Project team detests progress reporting because it manifest
lack of progress.

third lec VU
 Five Basic Expertise needed by
the Project Teams
 Project management body of knowledge.
 Applications area knowledge (Standards &
Regulations).
 Understanding the project environment.
 General Management knowledge and skills.
 Interpersonal skills.

third lec VU
 Key Project Management
Concepts from PMBOK
PMBOK – Applications
Generally area knowledge
accepted project and practices
management
knowledge and
skills

General
Management
knowledge and
practices

third lec VU
 Areas of Expertise Needed by
New Teams
Project
Management body
of knowledge

Applications area
knowledge
Understanding (Standards &
the project Regulations).

General
Management
knowledge and
third lec VU
skills