Project Management

Project:

A unique task.Temporary.Fulfill a planned goal.

Examples:

Moving an office to a new location.Launching a new product.Construction of a new building.Development of a new software package.

A project:May involve only one person, or more .Might be implemented by a single resource or by a number of resources .May take several days, or many years .May be undertaken by a single organization, or by a group of several stakeholders ."stakeholder": "A person, group or organization that has interest or concern in an organization. Stakeholders can affect or be affected by the organization's actions, objectives and policies.

What is a Project?

“A project is any work that happens only once, has a clear beginning and end, and is intended to create a unique product or service.”

Project are a means to Achieve “Strategic Plan” of an Organization.

A strategic plan is a document used to communicate with the organization the organizations goals, the actions needed to achieve those goals and all of the other critical elements developed during the planning exercise.

What is Project Management?

“Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations of a project”

Strategic management is the continuous planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives.

1)

1) Project Integration Management

2) Project Scope Management

3) Project Time Management

4) Project Cost Management

5) Project Quality Management

6) Project Human Resource Management

7) Project Communications Management

8) Project Risk Management

9) Project Procurement Management

Project Management Knowledge Areas

Project Integration ManagementDescribes the processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution, and integrated change control.Coordinating all of the work so that it happens correctly. Making sure changes are approved before they happenThis knowledge are includes Process to direct and manage project work as well as monitor and control it.

Project Scope Managementdescribes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.If you nail down your scope in the beginning , You have a much better change of success in the end.

Project Time Management describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control.Figuring out the time it will take to do you need to do your work and the order you need to do it in. Tracking you schedule and making sure everything gets done on time.

Project Cost Managementdescribes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control.

Project Quality Management describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

Project Quality Management

Project Human Resource ManagementProject Human Resource Management describes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.

Project Communications Management describes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, informationdistribution, performance reporting, and administrative closure.

Project Communications Management

Project Risk ManagementProject Risk Management describes the processes concerned with identifying, an allying, and responding to project risk. It consists of risk management planning, riskidentification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control.

Project Procurement Management describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.

Project Procurement Management

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Project Manager

General management Responsible for managing the status quo

Authority defined by management structure

Consistent set of task

Responsibility limited to their own function

Works on ‘permanent’ organizational structures

Tasks describes as ‘maintains’

Main task is optimization

Success determined by achievement of interim targets

Limited set of variables

Project managementResponsible for overseeing change

lines of authority ‘fuzzy’

Ever-change set of tasks

Responsibility for cross-functional activities

Operators within structures which exits for the life of the project

Predominately concerned with innovation

Main tasks is the resolution of conflict

Success determined by achievement of stared end-goals

Contains intrinsic uncertainties

Project planning and control systemDefine the problem

Or opportunity

Establish projectObjectives

(strategy)Cost, time, Scope

Develop the plan(tactics)

▪activities▪Schedules▪Resources

Begin projectwork

Monitor▪determine status

▪Compare with plan▪Analyze

▪ Prepare reports

Close project

ControlTake Action

Readdress

Reprogram

Replan

Project Management Triangle Three most important factors in PM are:

TimeCostScope

Commonly called the “Triple Constraint”.If any one of these three factors change,at least one other factor is likely to be affected.

Project Management Triangle …

Project Management Triangle …

The project management triangle is an effective model for representing the following goals.

Projects must be delivered on time. Projects must be within cost. Projects must be within scope. Projects must meet customer quality requirements.

Project Management Diamond

Expectation

Project Management Processes

A project goes through five phases during its life.Sometimes these phases are called project management life cycle.

Project Management Processes..

1. Project Initiation2. Project Planning3. Project Execution4. Project Control5. Project Closure

Project Init iation(Start)

Everything that is needed to set-up the project before work can start.Ex:

Selecting a project manger.

Project PlanningDetailed plans of how the work will be carried out including time, cost and resource estimates.

Identify the project goals and objectives.Set the scope of the project.Identify the expectations and limitations of the project.Identify the project milestones, deliverables and tasks.(Set task durations, Create task dependencies, Set deadlines etc.)Identify skills, equipment and materials needed.

Project ExecutionDoing the work to deliver the product, service or desired outcome.

Assigned resources execute the project.Monitor the resources as they carry out their assigned tasks.Track task progress on tasks.

Project ControlEnsuring that a project stays on track. (within the deadlines, budget and goals)Taking corrective action to ensure it does.

Analyze project information.(Slipped schedule, Budget overrun etc.)Communicate and report.(Problems, New decisions, Progress etc.)

Project Closure

Closing the project successfully.Identify lessons learned.(Conduct a postmortem meeting with project team)Create a project template.

Successful Projects

A successful project:Must meet customer requirements. Must be under budget. Must be on time.

Characteristics of a Successful ProjectClear objectives.A good project plan.

Shows “who is responsible for what?”Estimates money, people, equipment and time.Serves as a monitoring tool.(Can take early action if things go wrong).

Communication, communication, communication…..(Maintain effective and continual communication between the parties) A controlled scope. (Stay focused on priorities)Stakeholders support. (Work as a team)

Why we need Project Management?

Projects require higher degree of coordination of resources, time and money.Good coordination needs good planning.If not plan:

Things will be done in wrong order.Conflicts and Crisis arise.Consume more resources, time and money unnecessarily.

Project Management minimizes (or removes) these weaknesses.

DependenciesOne task cannot begin until a previous task has been completed.Several tasks are dependant upon the completion of one task.Several tasks must finish before a single later task can begin.You can link the previous, or predecessor task, to its succeeding, or successor task, and thereby setup the task dependency between the two.

Dependencies …Predecessor:

The previous task.Successor:

The succeeding task.

Eg: Scheduling a Building Construction Project

Job Activity Duration Predecessor(s)

1 Clear site 2 days

2 Lay foundation 3 days 1

3 Put up walls 1 day 2

4 Put on roof 1.5 days 3

5 Install electrics 2 days 4

6 Install plumbing 1 day 4

7 Painting 1 day 5,6

8 Landscaping 1 day 4

9 Finish 0 days 7,8

Project Management Tools

Used to:Planning the projects.

Scheduling the projects.

Critical Path Method (CPM)

CPM models the activities and events of a project as a network.

Activities are represented as nodes.Events are represented as arcs or arrows between the nodes.

Events: The beginning or ending of activities.

To use this, we have to know:The duration of each of the activities.The predecessors of each activity.

Critical Path Method (CPM) ...

Eg:

EE

StartStart

BB

CC

DD

AA FF

FinishFinish3 wks3 wks

4 wks4 wks

1 wk1 wk

2 wks2 wks

2 wks2 wks

3 wks3 wks

Critical Path Method (CPM) ...

CPM provides the following benefits:Provides a graphical view of the project. Predicts the time required to complete the project.

Crit ical Path The longest-duration path through the network.Significance of the critical path:

The activities that lie on it cannot be delayed without delaying the project.

Critical path analysis is an important aspect of project planning.

Because of its impact on the entire project.

Crit ical Path …A delay in the critical path delays the project.Similarly, to accelerate the project:

It is necessary to reduce the total time required for the activities in the critical path.

Crit ical Path …Critical Time:

The time required to complete all activities on the critical path.This is equal to the total estimated duration of the project.

Crit ical Path …Eg: Consider the following network.

AA

HH

II

StartStart

GG

CC

DD

BB EEFinishFinish

3 days3 days

2 days2 days

1 day1 day

3 days3 days

5 days5 days

4 days4 days

2 days2 days 3 days3 daysFF

3 days3 days

Crit ical Path …Eg: …Which tasks are on the critical path?Possible Paths:

A, B, C, E, I = 2+3+1+4+3 = 13 daysA, B, D, F, I = 2+3+3+3+3 = 14 daysA, G, H, I = 2+2+5+3 = 12 days

Tasks on Critical Path = A, B, D, F, I

Crit ical Path …Eg: …What is the slack time for tasks C, D and G?

For C:Path = C, E = 1+4 = 5Path = D, F = 3+3 = 6

Slack = 6 – 5 = 1 day

II

CC

DD

BB EE1 day1 day

3 days3 days

4 days4 days

FF3 days3 days

Crit ical Path …Eg: …What is the slack time for tasks C, D and G?

For D:Slack = 0 (D is on the critical path)

II

CC

DD

BB EE1 day1 day

3 days3 days

4 days4 days

FF3 days3 days

Crit ical Path …Eg: …What is the slack time for tasks C, D and G?

For G:Path = B, D, F = 3+3+3 = 9Path = G, H = 2+5 = 7

Slack = 9 – 7 = 2

AA

HH

II

GG

DD

BB3 days3 days

2 days2 days

3 days3 daysFF

3 days3 days

5 days5 days

Gantt ChartHenry Gantt developed a tool:

For displaying the progression of a project in the form of a specialized chart.

Gantt's scheduling tool:Takes the form of a horizontal bar graph and is known as a Gantt Chart.

TaskTask DurationDuration JanJan FebFeb MarMar AprApr MayMay JunJun JulJul AugAug SepSep OctOct NovNov DecDec

11 2 months2 months

22 2 months2 months

33 2 months2 months

44 2 months2 months

55 2 months2 months

66 2 months2 months

Gantt Chart …Eg:

Gantt Chart …Horizontal axis:

A time scale:Expressed either in absolute time or in relative time referenced to the beginning of the project.

Rows of bars in the chart:Show the beginning and ending dates of the individual tasks in the project.

Gantt Chart …In the above example,

Each task is shown to begin when the task above it completes.

However,The bars may overlap in cases where:

A task can begin before the completion of another.Several tasks performed in parallel.

Gantt Chart …For larger projects:

Tasks can be broken into subtasks having their own Gantt charts to maintain readability.A work breakdown structure (WBS) would be developed to identify the tasks before constructing a Gantt chart.

For smaller projects:Gantt chart itself may used to identify the tasks.

ActivityActivity DurationDuration Predecessor(s)Predecessor(s) WeekWeek11

WeekWeek22

WeekWeek33

WeekWeek44

WeekWeek55

WeekWeek66

WeekWeek77

AA 3 weeks3 weeks

BB 4 weeks4 weeks

CC 1 week1 week AA

DD 2 weeks2 weeks AA

EE 2 weeks2 weeks BB

FF 3 weeks3 weeks A,CA,C

Gantt Chart …Strength of the Gantt chart:

Its ability to display the status of each activity at a glance and is often used as a reporting tool.

Eg: