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Project Management

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Title: Project Management


1
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Project Management
  • Shravan Chinnagangannagari

3
Learning Objectives
  • Understand the growing need for better project
    management.
  • Understand what project is and various attributes
    of projects, and triple constraint of projects.
  • Understand what project management is and key
    elements of the project management framework,
    including project stakeholders, the project
    management knowledge areas, common tools and
    techniques, and project success factors.

4
Advantages of Using Project Management
  • Better control of financial, physical, and human
    resources.
  • Improved customer relations.
  • Shorter development times.
  • Lower costs.
  • Higher quality and increased reliability.
  • Higher profit margins.
  • Improved productivity.
  • Better internal coordination (Communication).
  • Higher worker morale (less stress).

5
What Is a Project?
  • Project is a temporary endeavor undertaken to
    create a unique product or service.
  • Temporary project has a definite beginning and
    end. The duration may vary from one day to even
    few years but ultimately all projects must
    either meet their objectives or be terminated.
    Even though projects are temporary, the product
    or service created by the project may far outlast
    the projects themselves.
  • Unique product or service all projects create
    something unique which has never been created
    before.
  • Progressively elaborated because the project
    creates a unique product or service, the detailed
    characteristics of the product or service are not
    known in advance it has to be defined in steps.
  • Goal (measurable/verifiable).
  • Requires resources, often from various areas.
  • Should have a primary customer or sponsor.

PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 5.
6
Project Evolution
  • A project evolves in order to fulfill someones
    vision / needs
  • Physical
  • Social
  • Cultural change
  • Organizational
  • Environmental
  • Projects are typically authorized as a result of
    one or more of the following strategic
    considerations
  • Market demand
  • Organizational need
  • Customer request
  • Technological advance
  • Legal requirement

7
Projects, Operations (Differences)
  • Projects Operations share characteristics like
  • Performed by people.
  • Constrained by resources
  • Planned, executed controlled

8
Programs, PMO and Portfolios
  • Program is
  • A combination of related projects and includes
    associated operational work which is not done as
    part of the individual projects
  • It provides a holistic view of several related
    projects which, if done together, will achieve
    more substantial results than an individual
    project
  • It satisfies a particular strategic objective,
    which will require several projects
  • Project Management Office (PMO) is
  • An organizational unit to centralize and manage a
    program
  • Also referred to as program management office,
    project office or program office
  • Portfolio is
  • Collection of programs and associated operational
    work
  • It satisfies the strategic business objectives
  • Helps in selecting of appropriate projects and
    programs to maximize the value of the portfolio

PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 16.
9
Project Triple Constraints
  • Triple constraint refers to the three issues
    which project managers must manage simultaneously
    in any project
  • Scope goals What work will be done?
  • Time goals How long should it take to complete?
  • Cost goals What should it cost?
  • Successful project management means meeting all
    three goals (scope, time, and cost) within the
    framework of quality and satisfying the projects
    sponsor!

10
Project Phases
  • Projects are divided into phases for better
    understanding and overcoming uncertainties
  • Each phase is marked by one or more tangible
    verification work product
  • Each phase is generally concluded by a review
  • Starting a phase before approval of deliverables
    of previous phase is called Fast Tracking (aka
    Work Ahead)

11
Project Life Cycle - features
  • Includes all the phases required for a project
    and defines the beginning and end of the project
  • Includes the transitional activities at beginning
    and end of the project (so, provides link with
    ongoing operations of the performing
    organization)
  • Define technical work and resources involved in
    each phase
  • Subprojects within projects have their own
    distinct life cycles

12
Project Life Cycle - characteristics
  • Factors that increase with project duration, then
  • decrease sharply when project nears completion
  • Cost of project
  • Staffing Levels

End of project
Start of project
Project Duration
13
Project Life Cycle characteristics
  • Factors increasing with project duration
  • Probability of successfully completing project
  • Cost of changes
  • Cost of Error Correction

Start of project
End of project
Project Duration
14
Project Life Cycle characteristics
  • Factors decreasing with project duration
  • Uncertainty/Risks about the project
  • Ability of stakeholders to influence final
    characteristics of projects product
  • Ability of stakeholders to influence final
    cost of projects product

Project Duration
Start of project
End of project
15
Project Common Pitfalls
  • Customers objectives not clarified (Unclear
    objectives)
  • Project no longer a priority no one seems to be
    in charge
  • Unrealistic Schedules
  • Project plan is not used to manage the project
  • Sufficient resources have not been committed
  • Project statistics are not monitored against plan
  • No formal communications plan is in place
  • The project has lost sight of its original goals
  • There is no change management process in place
  • Original assumptions invalid (all assumptions are
    termed as Risks for Project)

16
Project Success Factors
  • 1. Executive support
  • 2. User involvement
  • 3. Experienced project manager
  • 4. Clear business objectives
  • 5. Minimized scope

6. Standard software infrastructure 7. Firm
basic requirements 8. Formal methodology 9.
Reliable estimates 10. Other criteria, such as
small milestones, proper planning, competent
staff, and ownership
17
What Is Project Management Anyway?
  • Project management is the application of
    knowledge, skills, tools and techniques to
    project activities to meet project requirements.

18
Project Management Attributes
  • There is beginning and an end
  • - While it is intended to have an end, it is
    sometimes difficult to determine when that really
    happens because of our increasingly complex world
    Examples? Inadequate systems, elections
  • Encompass multiple functional areas of an
    organization
  • Usually not anything the team has done before
  • Well-defined time constraint
  • Well-defined cost constraint
  • Well-defined performance constraint/goal

19
Project Stakeholders
  • Includes everyone who may be positively or
    negatively impacted by the project.
  • Project Manager
  • Responsible for managing the project.
  • Is responsible for the project deliverables.
  • Not required to be a technical expert.
  • Customer
  • Entity purchasing the projects product.
  • Users
  • Those who will directly use the projects
    product.
  • Performing organization
  • Enterprise whose employees are most directly
    involved in work for the project.
  • Sponsor
  • Provides financial resources for the project.

20
Project Management Knowledge Areas
  • Knowledge areas describe the key competencies
    that project managers must develop.
  • Four core knowledge areas lead to specific
    project objectives (scope, time, cost, and
    quality).
  • Four facilitating knowledge areas are the means
    through which the project objectives are achieved
    (human resources, communication, risk, and
    procurement management).
  • One knowledge area (project integration
    management) affects and is affected by all of the
    other knowledge areas.
  • All Nine knowledge areas are important!

21
Project Management Tools and Techniques
  • Project management tools and techniques assist
    project managers and their teams in various
    aspects of project management.
  • Specific tools and techniques include
  • Project charters, scope statements, and WBS (Work
    breakdown structure).
  • Gantt charts, network diagrams, critical path
    analyses, critical chain scheduling (time).
  • Cost estimates and earned value management (cost).

22
Project Management Process Groups
  • Process is a set of interrelated actions and
    activities that are performed to
  • achieve a pre-specified set of products, results,
    or services.
  • Process groups are linked by the results they
    produce i.e. Result of one process group becomes
    input to the succeeding process group.
  • Process groups may overlap and cross phases
  • If a project is broken down into several phases
    (e.g. design, implementation etc.), then the
    process groups will occur in each of the phases
  • Project management is accomplished through the
    application and integration of the project
    management processes of initiating, planning,
    executing, monitoring and controlling, and
    closing.

23
Project Management Life Cycle
  • Initiation/ Scoping the Project
  • Identify problems, opportunities,
  • goals, resources, success criteria,
  • risks, and obstacles
  • Planning/ Develop a Detailed Plan
  • Identify, estimate duration, and resource
  • the activities, prepare proposal
  • Executing/ Launch the Plan - recruit and
    organize team, schedule and document work
  • Monitoring Controlling Progress - establish
    progress reporting, change control tools, monitor
    progress, amend plan
  • Closing - obtain client acceptance, install
    deliverables, complete documentation,
    post-implementation report, issue final project
    report.

24
Project managementStep 1 Project Initiation /
Scope the Project
  • Generating a project statement containing five
    components
  • Problem and opportunity - a statement of fact
  • Project goal - what the project will address
  • Project objectives - what the project includes
  • Success criteria - business value
    quantitative business outcome
  • Assumptions, risks, objectives - what will
    hinder the project in achieving its goals
  • Joint planning sessions
  • Obtaining senior management approval

25
Project management lifecycle Step 2 Project
Planning / Develop a detailed plan
  • Define and record requirements
  • Determine resource requirements and their
    responsibilities
  • Identify project activities (work breakdown
    structures)
  • Identifying dependencies of activity B and
    Activity A
  • Develop change management plan

26
Project management lifecycle Step 3 Project
Execution / Implement the plan
  • Recruit and organize the project team
  • Project manager, Core team Contracted team etc.
  • Execute tasks defined in project plan.
  • Manage resources utilization
  • Scheduling and documenting work

27
Project management lifecycle Step 4 Project
Monitoring and controlling progress
  • Measure project performance
  • Monitor all risks
  • Conduct regular status review meetings
  • Verify and manage changes to project

28
Project management lifecycle Step 5 Project
Closing / Closing the project
  • Ensure all deliverables are installed to avoid
    penalties
  • Obtain client acceptance of deliverables
  • Ensure documentation is complete
  • Conduct post-implementation review ( Was
    project goal achieved? was is done on time, on
    budget, in accordance with specifications? Was
    client satisfied with the project results? Was
    the business value realized?
  • And most importantly What were the lessons
    learned for the benefit of future projects?)
  • Party!

29
3-D View of Project management
(Describes the work to be done to deliver the
product)
(Delineates five project management processes
that must be performed for every project and
every phase thereof)
(Lists ten areas of responsibility that must be
addressed by the project managers during each of
the five project management processes for all
projects)
30
Who controls what?
  • The project manager controls
  • Resource utilization
  • Work schedules
  • The client management controls
  • Cost / funding
  • Resource level availability
  • The client users controls
  • Scope
  • Quality
  • Delivery date
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