Project Management

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Project Management
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Introduction to PM.

• No body knows about the future. Tomorrow is in
  dark.
• Management faces many problems. (Cost Reduction)
• Manpower is replaced by the technology.
• You must know you limits.
• Better control and use of corporate resources is
  necessary.
• PM approach is relatively modern. (From old
  bureaucratic to decentralized)
• Organization can be through project management.
• From vertical management to decentralized.

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Understanding Project Management

• J. M. Juran defined that a project is a problem
  scheduled for solution. Problem refers to the
  gap between where you are and where you want to
  be, with an obstacle that prevents easy movement
  to close the gap.
• Projects are a group of activities that have to
  be performed with limited resources to yield
  specific objectives, in a specific time, and in a
  specific locality. Thus, a project is a temporary
  endeavour employed to create a unique product,
  service or results. Projects are an investment on
  which resources are used to create assets that
  will produce benefits over an expanded period of
  time. It is a unique process, consisting of a set
  of coordinated and controlled activities with
  start and finish dates, undertaken to achieve an
  objective conforming to specific requirements,
  including the constraints of time, cost and
  resources.

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Understanding Project Management

• So a project is a set of activities having the
  following facts
• Have a specified objective to be completed within
  certain specification.
• Have a defined start and end dates.
• Have finding limits.
• Consume human and nonhuman resources.
• Are multifunctional.
• Project management involves
• Project Planning
• Project monitoring

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Understanding Project Management

• What is successful Project Management can be
  defined as hiving achieved the project
  objectives
• With in time
• With in const
• The desired level of technology/performance
• Utilizing the available resources effectively and
  efficiently.
• Accepted by the customer
• Benefits from PM
• Identification of functional responsibilities.
• Minimizing the need for continuous reporting.
• Identification of time limits for scheduling
• Identification of a methodology for trade off
  analysis
• Measurement of accomplishment against plans.
• Early identification of problems.
• Improve projection capabilities.

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Understanding Project Management

• Obstacles in Project Management
• Project complexity
• Customers special requirements and scope
  changes.
• Organizational restructuring.
• Project risks
• Changes in technology
• Forward planning and pricing

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Defining the Project Managers Role

• A person who is responsible for managing the
  project.
• The project manager is responsible for
  coordinating and integrating activities across
  multiple, functional lines.
• Integrating activities
• Integrating the activities necessary to develop a
  plan.
• Integrating the activities necessary to execute a
  plan.
• Integrating the activities necessary to make
  changes in the plan.
• A Project manager must convert the inputs
  (Resources) into outputs of products, services
  and ultimately the profit.
• A project manager must have a very good
  interpersonal and communication skill for these
  integrating activities.
• A project manger have more responsibility and
  little authority.

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Defining the Project Managers Role

• In a project every thing revolve about the
  Project manager. Project organization is a
  specialized, task oriented entity, it cannot
  exist apart from the traditional structure of the
  organization. the project manger, therefore, must
  walk the fence between the two organization.
  This is called interface management role of
  Project Manager.
• Within the project team
• Between the project team and the functional
  organization.
• Between the project team and senior management.
• Between project team and customers organization.
• Project manager is like a general manager.

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Defining the Project Managers Role

• A functional manager is a person who has
  management authority over an organizational unit
  - such as a department - within a business,
  company, or other organization. Functional
  managers have ongoing responsibilities, and are
  not usually directly affiliated with project
  teams, other than ensuring that goals and
  objectives are aligned with the organization's
  overall strategy and vision.
• Three elements of FM rule
• He/she has the responsibility to define how and
  where the task will be done. (Technical
  criteria).
• He/she has the responsibility to provide
  sufficient resources to accomplish the objective
  within the projects constraints. (who will get
  the job done).
• The FM has the responsibility for the
  deliverable.

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Defining the Project Managers Role

• Project Manager must understand the problems face
  by the Functional Manager, e.g.
• Unlimited work requests
• Predetermined deadlines
• All requests have high priority
• Lack of resources
• Unscheduled changes in the project plan
• Unpredicted lack of progress
• Unplanned absence of resources
• Unplanned breakdown of resources
• Unplanned loss of resources
• Unplanned turnover of personnel

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Defining the Project Managers Role

• One can not predict in advance that what
  resources will be available for the project.
• It is not important that PM must have the best
  resources.
• The fact that a PM is assigned, does not relieve
  the line manager of his functional
  responsibility.
• Commitment is important.
• The PM and FM have the Shared Accountability
  for the project.
• Functional Manager must not be biased about
  resources distribution.

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Project Classification

• Project classification is one of the most
  important techniques of capital budgeting.
• It is of utmost importance for the present day
  business entities as proper project
  classification is essential for their financial
  well-being.
• There are two basic considerations for an entity
  to classify the project
• The amount of risk involve in the project
• The quantity of work is to be done.

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• Importance of Risk Factors in Project
  Classification The risk factors are an important
  part of a project since there cannot be a project
  where no risk is involved. The risk factors need
  to be carefully evaluated while classifying a
  particular project. As per the Risk Matrix
  following are the main risks that may be
  associated with any business
• Political status of a particular project
• Size of the team of the project
• The various complications associated with a
  project
• Number of workgroups that are involved with a
  project
• Impact of political scenario
• Technology involved in the project

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Project Classification

• The size of a project
• Human resource needed to complete a project
• Internal staff budget
• External staff budget
• The following table represents the various
  project classes according to their sizes and the
  various requirements of individual project
  classes

Class of Project Internal and External Staff Budget Work Effort in terms of Hours
1 Less than 8,000 80 to 159
2 Between 8,000 and 24, 999 160 to 499
3 Between 25,000 and 249,999 500 to 4,999
4 Between 250,000 and 499,999 5,000 to 9,999
5 More than 500,000 More than 10,000
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Differing Views of Project Management

• Many companies, especially those with project
  driven orgs, have differing views of Project
  Management.
• Some people think PM as an excellent means to
  achieve objectives, while others view it as a
  threat.
• Three career paths in Project driven org
• Through project management
• Through project engineering
• Through line management

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Defining system, program and porject

• System "whole compounded of several parts or
  members, system", literary "composition" is a set
  of interacting or interdependent components
  forming an integrated whole.
• A group of elements, either human or nonhuman,
  that is organized and arranged in such a way that
  the elements can act as a whole toward achieving
  some common goal or objective.
• Programme An ordered list of events to take
  place or procedures to be followed to achieve an
  objective.
• The integrated, time phased task necessary to
  accomplish a particular purpose.
• Project A project is within a program as an
  undertaking that has a scheduled beginning and
  end, and involve some primary purpose.

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Product Vs Project Management

• Despite the similar names, there are big
  differences between product management and
  project management. Confusing them is common,
  even among those experienced in product
  development.
• Project managers are responsible for the
  successful delivery of a project a one-time
  endeavor with a goal, scope, deadline, budget,
  and other constraints. A project manager will
  work to align resources, manage issues and risks,
  and basically coordinate all of the various
  elements necessary to complete the project. As
  they relate to products, projects can be
  undertaken to build a product, to add new
  features to a product, or create new versions or
  extensions of a product. When the project is
  complete, the project manager will usually move
  to a new project, which may be related to a
  different product.
• Project Management is Objective oriented (Time,
  budget constraints etc)

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Product Vs Project Management

• Product managers are responsible for the overall
  and ongoing success of a product. Once the
  project to build the product is complete and the
  project manager has moved on, the product manager
  remains to manage the product through the entire
  lifecycle. Other projects related to the product
  may be initiated, with the product manager being
  the one constant stream throughout, defining the
  project goals and guiding the team to accomplish
  the business objectives that have been defined.
• Product Management is market oriented (Customer
  needs)
• Conclusion
• Good product managers and good project managers
  are able to create a balance of these conflicts.
  Good project managers know that the true success
  of a project is not whether it is on time and
  within budget, but whether it meets the defined
  goals and objectives. Good product managers know
  that all the features in the world will not
  matter if the project is continually delayed and
  never makes it to market or if it is too over
  budget to be completed.

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Project Life Cycle

• The project lifecycle provides stakeholders and
  team members with visibility, synchronization
  points, and decision points throughout the
  project, thereby enabling oversight and go or
  no-go decisions at appropriate times.
• Project Life Cycle has four phases to be
  completed
• Initiation involves starting up the project, by
  documenting a business case, feasibility study,
  terms of reference, appointing the team and
  setting up a Project Office.
• Planning involves setting out the roadmap for the
  project by creating the following plans project
  plan, resource plan, financial plan, quality
  plan, acceptance plan and communications plan.
• Execution phase, the project plan is put into
  motion and performs the work of the project. It
  is important to maintain control and communicate
  as needed during execution. Progress is
  continuously monitored and appropriate
  adjustments are made and recorded as variances
  from the original plan. In any project a project
  manager will spend most of their time in this
  step.

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Project Life Cycle

• During the final closure, or closeout phase, the
  emphasis is on releasing the final deliverables
  to the customer, handing over project
  documentation to the business, terminating
  supplier contracts, releasing project resources
  and communicating the closure of the project to
  all stakeholders. The last remaining step is to
  conduct lessons learned studies to examine what
  went well and what didnt. Through this type of
  analysis the wisdom of experience is transferred
  back to the project organization, which will help
  future project teams.

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• The End
• Thanks