project management_an overview
DESCRIPTION
It is about : What is project?Why are projects undertaken?Portfolio Life Cycle ManagementProject Scope ManagementWBS & Its purposeProject Time managementCritical PathQuality : Product & ProjectCost Of Qualityand Process Groups.TRANSCRIPT
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Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.
Project Management
Parag S. Mahajan, PMP, CSM, PMI-ACP
Program Manager
4-Feb-13
Cell - 9673995721
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.
What is a project?
temporary endeavor undertaken to
create a unique product or service or
end result
- has a definite beginning and end
Project
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Success
Failure
The Goal !
Te
am
wo
rk
Results
Meet Project Expectations
Meet People
Expectations
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Why are projects undertaken?
Market Demand
Business Need
Customer Request
Technical Advance
Legal Requirements
Social Needs
Whatever be the motive, for organization to succeed
PROJECT Success is essential.
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"The application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.
Knowledge : Functional, managerial... Skills : Communication, Leadership Tools : MS Project, SharePoint Technique :PERT, CPM, RCA
Project Management
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Project Management (Unofficial)
Definition
Organization
Decision making
Changing peoples behavior
Creating an Conducive Environment
Project Management is about
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Stakeholders? Interactions?
Client End
User
Project
Sponsor
Top
Management Team
Members/
Resources
Client
Site PM
Vendors
Technical &
Engg.Group
Clients Top Management
Project
Manager
PMO Projects
Director
Portfolio/
Program
Manager
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Portfolio-Program-Projects
Initiative
Objective
Goal
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Portfolio Life Cycle Management
Contributed by Shawn Maynard. 2005
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Project Life Cycle
Project Life Cycle defines: Technical work performed in each phase
Who is involved in each phase
Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move
higher towards the end
Probability of successfully completing project is low at beginning, higher towards the end as project continues
Stakeholder influence is high at the beginning and progressively lowers as project continues
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Predictability & Visibility!
What does PLC define?
What technical work to do in each phase
When the deliverable is to be generated in each phase
How each deliverable is reviewed, verified, and validated
Who is involved in each phase
How to control and approve each phase
Why do we need Phases?
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PMI FrameworkKnowledge Areas
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Process Groups
Initiating
Processes
Planning
Processes
Controlling
Processes Executing
Processes
Closing
Processes
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Project Managers Role
Leadership
Organization
Communication
Finance
Technical savvy
Team building
Praising
Punishing
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Change in Projects
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Ensures that the project includes ALL the work and ONLY the work required to complete the
project
Plays a key role in addressing
What is included
What needs to be excluded
Understanding of Product scope and Project scope
Project Scope Management
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"A deliverable oriented grouping of project elements which organizes and defines the total scope of the project.
Each descending level represents an increasingly detailed definition of a project component.
Project components may be products or services.
Decomposition: Decomposition is the subdivision of project deliverables into smaller, more manageable components until the
deliverables are defined to the work package level. The work
package level is the point at which cost and schedule can be
reliably estimated, and will support managing activities throughout
the project life cycle
Work Breakdown Structure
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Purpose of WBS
To define:
Solution strategy/ general approach/ Implementation tactics
To support more accurate estimates of project duration and cost than can be made at the project level
To provide a basis for estimating project resources:
Departmental or subcontractor support
Vendors and their products
Services
Any other identifiable resource
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WBS sample
Trip to Ranthambore National Park
Arrange Travel
Schedule Flights to Destination
Rent Car
Arrange Hotel
Schedule return flights
Get Equipment
Contact BW Outfitter
Rent Vehicle in park
Rent Tents
Bring Sleeping Bags
Bring Trekking Gear
Bring lights, waterproof watches
Plan Meals
Bring cooking gear
Freeze dry food
Prepare 7 breakfasts
Prepare 7 lunches
Prepare 6 dinners
Prepare Budget
Assign Budget Person
Get deposits
Retain Receipts
Pay for supplies
Close-out trip
Plan for Emergencies
Obtain emerg. #s
Arrange contact at Park
Bring emerg. flares
Bring two first aid kits
Plan Activities
Bring Cards
Bring Joke book
Bring Housie..
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Project Time Management
Ensures timely completion of project
Plays important role in
Extended WBS analysis
Dependency analysis
Resource loading
What if analysis
Developing easy to track schedule and tracking it regularly raising
alarms as necessary
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Mandatory Dependency / Hard Logic
Discretionary Dependency / Soft Logic
External Dependency
Ways to represent dependencies
Start to Finish
Finish to Start
Start to Start
Finish to Finish
Applying Leads and lags
Project Time Management
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In a project network diagram, the series of activities which determines the earliest completion of the project is the critical path .
Also Defined as
The critical path is the longest path to complete a project and it has no Float.
Critical Path is that path where any delay will delay the project completion time.
The critical path will generally change from time to time as activities are completed ahead of or behind schedule.
Critical Activity: Any activity on a critical path is a critical activity.
Float:The amount of time that an activity may be delayed from its early start without delaying the project finish date.
Critical Path
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PDM and ADM
Refer to page 132 in PMBOK 3rd Edition Refer to page 131 in PMBOK 3rd Edition
PDM Precedence Diagramming Method ADM Arrow Diagramming Method
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Forward Pass Calculations
1 DU =
2
2
Prep
3 DU =
3
5
Paint Ceiling
3 DU =
2
4
Paint Trim
3 DU =
4
6
Paint Walls
7 DU = 2 8
Paint Walls (2nd
Coat)
9 DU = 2 10
Clean-up
ES DU EF
Task
LS Float LF
ES: Early Start, LS: Late Start, EF: Early Finish, LF: Late Finish, DU: Duration
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Backward Pass Calculations
1 DU =
2
2
Prep
1 F = 0 2
3 DU =
3
5
Paint Ceiling
6 F = 3 8
3 DU =
2
4
Paint Trim
7 F = 4 8
3 DU =
4
6
Paint Walls
3 F = 0 6
7 DU = 2 8
Paint Walls (2nd
Coat)
7 F = 0 8
9 DU =
2
1
0
Clean-up
9 F = 0 1
0
ES DU EF
Task
LS Float LF
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Quality : Product & Project
Product
Reliability Performance Testability Maintainability Trustworthiness
Project
Predictability Visibility Clarity Maturity Flexibility Collaboration and Cohesion Ownership and Passion
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Identify Stakeholders
Power Interest Grid
How ? - Interviews
- Expert Judgment
What ?
- Project Charter
- Procurement Doc
- OPA
- EEF
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Cost of quality(COQ) is the total cost of all efforts to achieve product or service quality All work to build product/service
work resulting from nonconformance to the requirements
In short COQ = COQ planning + assurance + control
OR
Cost of Quality = Cost of conformance + Cost of nonconformance
Cost Of Quality Definitions
Conformance
Planning
Training and Indoctrination
Process Control
Process Validation
Test and Evaluation
Inspection and Field Testing
Non-Conformance (COPQ)*
Rework Repair Scrap
Expediting
Additional material & inventory
Warranty Repairs and Service
Complaint Handling
Liability Judgments
Product Recalls
Product corrective actions *(COPQ: Cost of poor quality)
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Transfer: Risk transference is seeking to shift the negative impact of a threat to a third party together with ownership of the response. Transferring the risk simply gives another party responsibility for its management; it does not eliminate it.
Mitigate: Mitigation seeks to reduce the probability and impacts of an adverse risk event to an acceptable threshold.
Exploit:. This strategy may be selected for risks with positive impacts where the organization wishes to ensure that the opportunity is realized. The aim of this strategy is to eliminate the uncertainty associated with a particular upside risk by making the opportunity definitely happen.
Share: Sharing a positive risk involves allocating ownership to a third party who is best able to capture the opportunity for the benefit of the project. (joint ventures)
Enhance: This strategy aims to modify the size of an opportunity by increasing probability and positive impacts, and by identifying and maximizing key drivers of these positive-impact risks.
Avoid: Risk avoidance is changing the project plan to eliminate the threat posed by an adverse risk, to isolate the project objectives from its impact or to relax the objective that is in jeopardy such as by getting more time or reducing scope.
Risk Responses Strategies
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Process Groups
Initiating
Planning
Executing
Monitoring & Controlling
Closing
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Initiating - Purpose
To commit the organization to a project or phase (resources,
priority, focus of top mgmt, accountability of support group)
To set the overall solution direction
To define top-level project objectives (what are we delivering
and what the organization is seeking out of it returns,
growth, reputation, relations, knowledge base?)
To secure the necessary approvals and resources
Validate alignment with strategic objectives (is this our cup of
tea? Is this contributing to our mission?)
To assign a project manager
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Planning - Purpose
To develop a project plan that:
Facilities later accomplishment
Ensures project wide integration
Monitors change effectively
Provides decision support information to stakeholders
Can be updated by iterative planning activities
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Planning Parts
There are three sub-deliverables involved in ANY planning activity. Let it be Time planning, Cost planning, or planning on any other
knowledge areas.
Guideline: It is a process explaining how to plan and how to control
Baseline: It is accepted scenario by the stakeholders against which project performance will be measured
Thresholds: It is the tolerance set on the variations from the baselines
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Executing - Purpose
To coordinate, integrate, and manage all resources
Why?
in order to achieve the project objectives
How?
by carrying out the letter and intent of the project plan
While
responding to change and mitigating risks
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Controlling - Purpose
Monitor the project execution so that variances can be identified
Take corrective actions as may be necessary
Influence the factors that cause the change(s)
Provide the project team insight into the health of the project or a phase
Provide feedback to the previous phases
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Closing - Purpose
Formalizing acceptance of the project and bringing it to an orderly end by:
Closing the contract
Achieving administrative closure
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