project management concepts lt col l shri harsha, pmp
TRANSCRIPT
PROJECT MANAGEMENT CONCEPTS
Lt Col L Shri Harsha, PMP
OBJECTIVES
• Create awareness of the concepts of Project Management and its importance
• Understand the various tools available to a Project Manager to perform his duties effectively
• Highlight the areas of the application of these concepts during the execution of projects
Importance of Project Management
• Getting things done in the correct manner
• Planned and prioritized work distribution and accomplishment
• Identification of key process bottlenecks and suggested preventive actions
• Project management process improvement
• Improved risk management
• Standardized reports, templates, processes and lexicon
What is a Project ?What is a Project ?
Has a defined objective
Has a deadline
Requires integration of knowledge and experience
from various organizations
When task(s),
How Temporary?How Temporary? Has a definite beginning and end, not an on-going effort Ceases when objectives have been attained Team is disbanded upon project completion
Unique?Unique? The product or service is different in some way from other
product or services Product characteristics are progressively elaborated
What is a Project ?What is a Project ?
Project CharacteristicsProject Characteristics
Goal (measurable/verifiable) Oriented
Finite duration with a beginning and end
Uniqueness to a great extent and related uncertainties
Coordinated undertaking of interrelated activities
Performing the activities involve resources
Resources cost money
How are Projects different from Operations?
– Create own charter, organization,
– and goals
– Catalyst for change
– Unique product or service
– Heterogeneous teams
– Start and end date
Semi-permanent charter, organization, and goals
Maintains status quo
Standard product or service
Homogeneous teams
Ongoing
Projects Operations
Poor communication Insufficient resource planning Unrealistic schedules & poor duration estimation Poor project requirements Lack of stakeholder buy-in & no accountability Undefined project success / closure criteria Unrealistic budgets No risk planning Lack of change control process Lack of executive support Resource attrition Lack of synchronization
Project FailureProject Failure
Executive management support User involvement (optimum) Realistic expectations Clear statement of requirements Proper documentation Public exposure Competitive & Budgetary pressure
Project SuccessProject Success
Project Life CycleProject Life Cycle
• Each phase is marked by one or more tangible verification work product referred to as deliverable
• The conclusion of a project phase is generally marked by a review
• The phase reviews are often called phase exits, stage gates, or kill points
PROJECT
PHASE 1 PHASE 2 PHASE 3… PHASE ‘n’
Level
Of
Activity
InitiatingProcesses
PlanningProcesses
Executing Processes
ClosingProcesses
Controlling Processes
PhaseFinish
Phase Start
Time
Typical Life Cycle of ProjectTypical Life Cycle of Project
Life Cycle of Project (Time)
High
Low Cost to make change
Opportunity to add Value
Characteristics of a Life Cycle
Balancing SCOPE, COST and TIME within the frame work of QUALITY*
* meeting customer requirements
Harold KerznerRisk and customer satisfaction are also factors that often gets included in the perspective.
Triple Constraint Theorem
The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed
stakeholder needs and expectations
Project ManagementProject Management
• Project Manager
• Customer/User
• Performing Organization
• Project Team Members
• Project Management Team
• Sponsors
• Influencers
Key Stakeholders : Generic
• Project Manager
• Customer / User
• Project Team Members
• Functional Departments
• Sales, BSG, Finance
• Business Partners
• Subsidiaries & Sister Concerns
• Vendors and Suppliers
Key Stakeholders : X Firm
Project Stakeholders
Individuals and organizations Involved in or affected by the project outcome
Program – Consists of a group of projects supporting broad, general goals and managed in a coordinated way
Project Portfolio ManagementCollection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives
Subprojects – Components of a project that are often contracted out
Project Management Office (PMO)
A PMO sometimes also referred as Program Management Office is an organization to centralize and coordinate the management of projects under its domain
Project Management Concept
Shared and coordinated resources Identification and development of project management
methodology, best practices, and standards Clearinghouse and management for project policies,
procedures, templates, and other shared documentation Central office for operation and management of project tools Central coordination of communication management across projects Coordination of overall project quality standards
Project Management Office Support
Project Management PhilosophyProject Management Philosophy
The “Golden Rule” of Project Management is three words:
-Plan
-Organize
-Control
Project Initiation
Project InitiationProject Initiation
Conduct Project Selection Methods
Define Scope
Document Project Risks, Assumptions, and
Constraints
Identify and Perform Stakeholder Analysis
Develop Project Charter
Obtain Project Charter Approval
Responsibilities • Define goals, objective, milestones
• Determine requirements
• Determine ground rules and assumptions
• Identify time, cost and performance constraints
• Determine operating procedures, administrative policies
• Identify reporting requirements
Project Charter – Project ManagersProject Charter – Project Managers
Goals vs. ObjectiveGoals vs. Objective
Goals are broad Objectives are narrowGoals are general intentions Objectives are preciseGoals are intangible Objectives are tangibleGoals are abstract Objectives are concreteGoals can't be validated as is Objectives can be validated
Objectives are SMARTObjectives are SMART
•Specific
•Measurable
•Assignable
•Realistic
•Time related
ExpectationsExpectationsStakeholderStakeholder
Shareholder
EmployeeWhat is my role and the job/task specifications in this project?What learning opportunity/new skill will I get from this project?
Organization
When can I get the product out?What is the quantum of work involved?How many people would this project need (skill level)?What would be their utilization/availability on this project?How much would the cost/ investment for resources be?
When can I get the product?What are the features that exists (that I want eliminated now)?What are the additional feature desired?How much I would have to pay?
Customer
What is the company doing to minimize overheads & maximize profits?What are the efforts and direction for new avenues of business this year?How does this company compare with and stay ahead of competition?
Managing Stakeholder ExpectationsManaging Stakeholder Expectations
Project Planning
• Develop Project Scope
• Define Project Phases
• Develop WBS
• Define Activity List & Sequence Activities
• Create Project Network Diagram
• Perform Critical Path Analysis
• Perform Cost Estimation
• Perform Resource Planning
Project PlanningProject Planning
• Plan Project Team Organization
• Create RAM
• Identify Project Risks and develop Risk Reponses
• Develop Project Management Plan
• Baseline the Project Management Plan
• Setting up Change Control Mechanism
Key TasksKey Tasks
Plan Do/Undo/Redo
StartComplete
Plan Execute
StartComplete
Benefit of Planning
Benefit of PlanningBenefit of Planning
Project ScopeProject Scope
What is the WORK we are supposed to do to deliver the final service / product to the
customer?
Product ScopeProduct Scope
The features and functionalities that categorize a product or service
4 Commandments for Good Project Scope 4 Commandments for Good Project Scope
Written
Well defined
Clearly understood
Achievable
1. Highest level: refers to the entire project
2. Second level: breaks the project into its major sub- projects/phases
3. Third level: Identify the deliverables for each subproject/phase Identify the activities and tasks that are required to produce
each deliverables Lowest level breakup called work packages can be
scheduled, cost estimated, monitored and controlled Identifies track able units of work which are assigned to
individual members of the project team
Create Work Breakdown StructureCreate Work Breakdown Structure
WBS ExampleWBS Example
Schedule ManagementSchedule Management
Create the Activity List
State the Activity Relationships
State the Resource Requirements
Estimate the Activity Duration
Create Project Schedule
Prepare Network DiagramPrepare Network Diagram
Project schedule network diagrams are schematic displays
of the project’s schedule activities and the logical
relationships among them, also referred to as
dependencies.
Precedence Diagramming Method (PDM)Precedence Diagramming Method (PDM)
Also known as Activity on Nodes (AON)
Arrow Diagramming Method (ADM)Arrow Diagramming Method (ADM)
Also known as Activity on Arrow (AOA)
Developing an approximation of the costs of the resources needed to complete project activities.
Cost EstimatingCost Estimating
Analogous estimating
Bottom Up Estimating
Parametric Estimating
Cost EstimatingCost Estimating
Customer Relations
Develop Communication
Ensure Timely Participation
Include the Customer on the Project Team
Develop Trust and Confidence
Team RequirementsTeam Requirements
•Skills needed ?
• Individuals identified ?
•When are they needed ?
•Where are they ?
•Training needed ?
• Interpersonal compatibility ?
Risk IdentificationRisk Identification
FinancialSocio-Economic
Contractual
Project management
Technical
Risk Response PlanRisk Response Plan
Avoid
Mitigate
Transfer
Accept
with contingency
without contingency
Share
Enhance
Exploit
Project Management PlanProject Management Plan
Project scope management plan
Schedule management plan
Staffing management plan
Communication management plan
Risk management plan
Procurement management plan
Milestone list
Resource calendar
Schedule baseline
Cost baseline
Risk register
Project Execution
Project Execution process requires the project manager
and the project team to perform multiple actions to
execute the project management plan to
accomplish the work defined in the project scope statement.
Project ExecutionProject Execution
Expend effort and spend funds to accomplish the project objectives
Staff, train, and manage the project team members assigned to the project
Obtain quotations, bids, offers, or proposals as appropriate
Select sellers by choosing from among potential sellers
Obtain, manage, and use resources including materials, tools, equipment, and facilities
Implement the planned methods and standards
Project Execution -Project Execution -Major ActivitiesMajor Activities
• Create, control, verify, and validate project deliverables
• Manage sellers
• Adapt approved changes into the project’s scope, plans, and environment
• Establish and manage project communication channels, both external and internal to the project team
• Collect project data and report cost, schedule, technical and quality progress, and status information to facilitate forecasting
• Collect and document lessons learned, and implement approved process improvement activities
Project Execution -Project Execution -Major Activities (Cont)Major Activities (Cont)
Project Controlling
The Monitor and Control Project Work process is performed to monitor project processes associated with initiating, planning, executing, and closing.
Project ControllingProject Controlling
• Data Collection & Status Reporting
• Project Monitoring & Tracking
• Earned Value Analysis
• Variance Analysis
Project ControllingProject Controlling
Provides clear indication of progress
Keeps everyone informed
Encourages the addressing of problems
Provides credible completion estimates
Benefits of Tracking the ProjectBenefits of Tracking the Project
Basic Elements of Control SystemBasic Elements of Control System
A project plan: Scope, schedule, estimates
A monitoring system which measures performance against plan
A reporting system which identifies deviations from the plan
A system which communicates deviations to the right people
Corrective actions
Forecasting the project outcome
Elements of Schedule ControlElements of Schedule Control
Establish the baseline (estimate)
Measure variation from baseline
Take corrective action
4 Key Questions to be asked
Did the task start? If yes, on what date? What date will the task finish? If finished, on what date did it finish?
Schedule TrackingSchedule Tracking
Project Closure
The Close Project process involves performing the project closure portion of
the project management plan
Project ClosureProject Closure
Obtain Client Acceptance
Shut down project operations
Create Project Closure Document
Learn from the project experience – Lessons Learned
Release resources
Handover to the Support / Operations Team
Project Closure – Major ActivitiesProject Closure – Major Activities
A close out review should highlight both what went right and what went wrongBoth are essential for continuous
improvement Exploit the successes and identify the
elements which contributed to the successAvoid the problems in the future and identify
processes that need to be defined, redefined and improved
Key Learning's can be valuable for the next project
Perform a Closeout ReviewPerform a Closeout Review
Less overall project cost Timely project completion Effective use of resources Improved risk management Identification of key process bottlenecks and
suggested preventive actions Higher quality of the final product Standardized reports, templates, processes
and lexicon
Project Management - Getting Things Project Management - Getting Things DoneDone
Thank you