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Foundational Elements of Project Management: Click To Edit Master Title Style
Foundational Elements of Project Management: Click To Edit Master Title Style
FOUNDATIONAL
ELEMENTS OF
PROJECT
MANAGEMENT
BY: ROSANA L. BOQUERON
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OBJECTIVES:
1. D e s c r i b e w h a t a p r o j e c t i s .
2. E x p l a i n w h a t p r o j e c t o b j e c t i v e s a n d d e l i v e r a b l e s
are.
3. E n u m e r a t e a n d e x p l a i n t h e b a s i c c o m p o n e n t s o f
a project.
4. D i s t i n g u i s h b e t w e e n a p r o j e c t , p r o g r a m , p r o c e s s
and portfolio.
5. D e f i n e p r o j e c t m a n a g e m e n t .
6. E n u m e r a t e t h e b e n e f i t s o f a p p l y i n g p r o j e c t
management.
7. E n u m e r a t e t h e i n d i c a t o r s o f p r o j e c t s u c c e s s .
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INTRODUCTION:
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An objective is:
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Work is to be directed.
A strategic position to be attained.
A purpose to be achieved.
A result to be obtained.
A product to be produced.
Or a service to be performed.
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Deliverable
Is defined as any unique and
verifiable product, result, or
capability to perform a service that
is required to be produced to
complete a process phase, or
project.
Deliverables may be tangible or
intangible.
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COMPONENTS
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PROJECT
A project, large or small, has the following
three components:
Specific Scope : Desired results or product.
Schedules : Established dates when project
would start and end.
Required Resources : Has a budget that
limits the amount of people, supplies,
money and other resources that can be
used to complete the project.
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The Relationship Between the Three
Main Components of a Project
PRODUCT
Schedule Resources
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Three title
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style are the basis of a
project’s definition for the following
reasons:
The only reason a project exists is to produce
the results specified in its scope.
T h e P r o j e c t ’s e n d d a t e i s a n e s s e n t i a l p a r t o f
defining what constitutes successful
performance; the desired result must be
provided by a certain time to meet its intended
need.
The availability of resources shapes the nature
of the products the project can produce.
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Business wise,
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begun to address one or more demands
from inside or outside the company.
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PROJECTS
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styleTAKE MANY DIFFERENT
FORMS:
1 . Te c h n o l o g y i m p l e m e n t a t i o n s , s u c h a s a u t o m a t i o n
equipment.
2.Information technology or systems that will change
the computer system.
3.Business development initiatives to grow the business
4.Human resource performance, such as training
projects.
5. Strategy initiatives, such as introducing a whole
new product line.
6.Integrating two companies after an acquisition or
m e r g e r.
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RELATIONSHIP OF PROJECT; PROCESS,
PROGRAM; PORTFOLIO
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RELATIONSHIP OF PROJECT; PROCESS,
PROGRAM; PORTFOLIO
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS Master title style
PROJECT PROGRAMS PORTFOLIOS
Definition a project is a a program is a group A portfolio is a
temporary endeavor of related projects, collection of projects,
undertaken to create subsidiary programs, programs, subsidiary
a unique product , and program portfolios, and
service , or result. activities that are operations managed
managed in a as a group to achieve
coordinated manner strategic objectives.
to obtain benefits not
available from
managing them
individually.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Scope Projects have Programs have a scope Portfolios have an
defined objectives. that encompasses the organizational scope
Scope is scopes of its programs that changes with the
progressively produce benefits to an strategic objectives of
elaborated organization by the organization.
throughout the ensuring that the
project life cycle. outputs and outcomes
of program components
are delivered in a
coordinated and
complementary
manner.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIO
Change Project managers Programs are Portfolio mangers
expect change and managed in a manner continuously monitor
implement processes that accepts and changes in the broader
to keep change adapts to change as internal and external
managed and necessary to optimize environments.
controlled. the delivery of benefits
as the programs
components deliver
outcomes and or
outputs.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIO
Planning Project managers Programs are Portfolio managers
progressively managed using high- create and maintain
elaborate high-level level plans that track necessary processes
information into the interdependencies and communication
detailed plans and progress of relative to the
throughout the program components. aggregate portfolio.
project life cycle. Program plans are
also used to guide
planning at the
component level.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Managem Project managers Programs are Portfolio managers
ent manage the project managed by program may manage or
team to meet the managers who ensure coordinate portfolio
project objectives. that program benefits management staff, or
are delivered as program and project
expected, by staff that may have
coordinating the reporting
activities of a responsibilities into the
program’s aggregate portfolio.
components.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORTFOLIOS
Monitoring Project managers Programs managers Portfolio managers
monitor and control monitor the progress monitor strategic
the work of producing of program changes and
the products, components to aggregate resource
services, or results ensure the overall allocation,
that the project was goals, schedules, performance results
undertaken to budget, and benefits and risk of the
produce. of the program will be portfolio.
met.
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COMPARATIVE OVERVIEW OF PROJECTS, PROGRAMS, AND
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PORTFOLIOS
PROJECTS PROGRAMS PORFOLIOS
Success Success is measured A program’s success Success is measured
by product and is measured by the in terms of the
project quality, program’s ability to aggregate investment
timeliness, budget deliver its intended performance and
compliance, and benefits to an benefit realization of
degree of customer organization, and by the portfolio.
satisfaction. the program’s
efficiency an
effectiveness in
delivering those
benefits.
2020
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PROJECT MANAGEMENT PROCESS
Project Management - is the application of
knowledge. skills, tools, and techniques to project
activities to meet the project requirements.
It is accomplished through the appropriate
application and integration of the project
management processes identified for the
project.
It enables organizations to execute projects
e ff e c t i v e l y a n d e ff i c i e n t l y.
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IMPORTANCE
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MANAGEMENT
E ff e c t i v e p r o j e c t m a n a g e m e n t h e l p s i n d i v i d u a l s ,
groups, and public and private organizations to
accomplish the following:
1. I n c r e a s e c h a n c e s o f s u c c e s s ;
2. M e e t b u s i n e s s o b j e c t i v e s ;
3. S a t i s f y s t a k e h o l d e r e x p e c t a t i o n ;
4. O p t i m i z e t h e u s e o f o r g a n i z a t i o n a l r e s o u r c e s ;
5. D e l i v e r t h e r i g h t p r o d u c t s a t t h e r i g h t t i m e ;
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Master title style
MANAGEMENT
E ff e c t i v e p r o j e c t m a n a g e m e n t h e l p s i n d i v i d u a l s ,
groups, and public and private organizations to
accomplish the following:
6.Respond to risks in a timely manner;
7.Resolve problems and issue;
8.Identify or terminate failing projects;
9 . M a n a g e c o n s t r a i n t s ( e . g , s c o p e , q u a l i t y,
schedule, costs, resources);
1 0 . M a n a g e c h a n g e i n a b e t t e r m a n n e r.
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Criteria fora Successful Project
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Universally, success for almost all projects
meet the following :
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Criteria fora Successful Project
Universally, success for almost all
projects meet the following criteria:
Finishing the project schedule
Keeping costs within the budget
Meeting quality goals (or outcomes)
agreed upon by the project
stakeholders and the project team.
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Goldentitle styleof Project Management
Rules
Success
The basic rules of project management seek to
give the project manager the focus needed to
get work done on time, within budget and to the
expectations of the stakeholders.
Ignoring these rules of project management
could lead to failure or at least cause a lot of
problems which otherwise might have been
avoided.
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Golden Rules of Project Management
Success
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Build the Best Team Possible
The key to a project's success is a project team
consisting of people who are willing, skilled and
appropriately organized.
A p e r f e c t t e a m , h o w e v e r, n e v e r s t a r t s w i t h g o o d
choices and it is the project manager's
responsibility is to use his best management
skills and motivational tactics to guide them in
the right direction 0f course, the people must be
willing to work on project and learn the new
skills to get things done right.
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Develop
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Plan and Keep You
Updated
C e n t r a l t o t h e s u c c e s s f u l c o m p l e t i o n o f a n y
project is a complete, appropriately detailed
project plan
T h i s p l a n p r o v i d e s t h e g u i d a n c e t o t h e p r o j e c t
and the means to communicate the overall
intentions, tasks, resources required and
schedule for the project.
C r e a t i n g t h e p l a n , h o w e v e r, i s n o t e n o u g h b y j u s t
gaining more information about the realities of
the project.
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Develop
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title style and Keep You
Updated
The plan may have to be re-evaluated and
changes may be made many times from project
initiation to project completion.
Furthermore, stakeholders might change their
minds about what they need Project plan should
be updated and whatever changes should be
negotiated with the stakeholders.
Otherwise, the project manager will be
responsible for the additional budget and re-
scheduling of the work plan.
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Develop
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Plan and Keep You
Updated
Completion of a project is impossible
without adequate people capital and
equipment.
Sufficient resources should be allocated
to the project and the manager should be
prepared to re-negotiate what can be done
so that fewer resources are required the
first time around.
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Develop a Plan and Keep You
Updated
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Gaintitle
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Support of the
Stakeholders and Management
Before initiating a project, approval from management
and the key stakeholders must be obtained.
This will involve not only communication skills but
also negotiation skills. The project manager should
get ever one who has contributed resources (time and
money) or who may be impacted by a project to
formally endorse the project.
From the stakeholders, a formal agreement on some
b a s i c r u l e s f o r d e a l i n g w i t h i s s u e s o f a u t h o r i t y,
changes in project scope and handling of basic
commitment should be obtained.
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Be Open to Possible Changes
Change is an important aspect of controlling a
project.
It should be remembered that it is not the project
manager's job to say "no to a change, rather it is
his job to inform the stakeholders of the impact
the change will have on the time, cost and quality
of the project and to let them make the decision
about the change.
Keep Others Informed of What is Happening All
relevant stakeholders must be informed the
project's progress, problem, and change. 38
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Thank You
And God
Bless !!!!!
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