project management concepts lt col l shri harsha, pmp

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