Project Management

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Project Management

• Shravan Chinnagangannagari

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Learning Objectives

• Understand the growing need for better project
  management.
• Understand what project is and various attributes
  of projects, and triple constraint of projects.
• Understand what project management is and key
  elements of the project management framework,
  including project stakeholders, the project
  management knowledge areas, common tools and
  techniques, and project success factors.

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Advantages of Using Project Management

• Better control of financial, physical, and human
  resources.
• Improved customer relations.
• Shorter development times.
• Lower costs.
• Higher quality and increased reliability.
• Higher profit margins.
• Improved productivity.
• Better internal coordination (Communication).
• Higher worker morale (less stress).

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What Is a Project?

• Project is a temporary endeavor undertaken to
  create a unique product or service.
• Temporary project has a definite beginning and
  end. The duration may vary from one day to even
  few years but ultimately all projects must
  either meet their objectives or be terminated.
  Even though projects are temporary, the product
  or service created by the project may far outlast
  the projects themselves.
• Unique product or service all projects create
  something unique which has never been created
  before.
• Progressively elaborated because the project
  creates a unique product or service, the detailed
  characteristics of the product or service are not
  known in advance it has to be defined in steps.
• Goal (measurable/verifiable).
• Requires resources, often from various areas.
• Should have a primary customer or sponsor.

PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 5.
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Project Evolution

• A project evolves in order to fulfill someones
  vision / needs
• Physical
• Social
• Cultural change
• Organizational
• Environmental
• Projects are typically authorized as a result of
  one or more of the following strategic
  considerations
• Market demand
• Organizational need
• Customer request
• Technological advance
• Legal requirement

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Projects, Operations (Differences)

• Projects Operations share characteristics like
• Performed by people.
• Constrained by resources
• Planned, executed controlled

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Programs, PMO and Portfolios

• Program is
• A combination of related projects and includes
  associated operational work which is not done as
  part of the individual projects
• It provides a holistic view of several related
  projects which, if done together, will achieve
  more substantial results than an individual
  project
• It satisfies a particular strategic objective,
  which will require several projects
• Project Management Office (PMO) is
• An organizational unit to centralize and manage a
  program
• Also referred to as program management office,
  project office or program office
• Portfolio is
• Collection of programs and associated operational
  work
• It satisfies the strategic business objectives
• Helps in selecting of appropriate projects and
  programs to maximize the value of the portfolio

PMI, A Guide to the Project Management Body of
Knowledge (PMBOK Guide) (2004), p. 16.
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Project Triple Constraints

• Triple constraint refers to the three issues
  which project managers must manage simultaneously
  in any project

• Scope goals What work will be done?
• Time goals How long should it take to complete?
• Cost goals What should it cost?

• Successful project management means meeting all
  three goals (scope, time, and cost) within the
  framework of quality and satisfying the projects
  sponsor!

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Project Phases

• Projects are divided into phases for better
  understanding and overcoming uncertainties
• Each phase is marked by one or more tangible
  verification work product
• Each phase is generally concluded by a review
• Starting a phase before approval of deliverables
  of previous phase is called Fast Tracking (aka
  Work Ahead)

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Project Life Cycle - features

• Includes all the phases required for a project
  and defines the beginning and end of the project
• Includes the transitional activities at beginning
  and end of the project (so, provides link with
  ongoing operations of the performing
  organization)
• Define technical work and resources involved in
  each phase
• Subprojects within projects have their own
  distinct life cycles

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Project Life Cycle - characteristics

• Factors that increase with project duration, then
  
• decrease sharply when project nears completion
• Cost of project
• Staffing Levels

End of project
Start of project
Project Duration
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Project Life Cycle characteristics

• Factors increasing with project duration
• Probability of successfully completing project
• Cost of changes
• Cost of Error Correction

Start of project
End of project
Project Duration
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Project Life Cycle characteristics

• Factors decreasing with project duration
• Uncertainty/Risks about the project
• Ability of stakeholders to influence final
  characteristics of projects product
• Ability of stakeholders to influence final
  cost of projects product

Project Duration
Start of project
End of project
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Project Common Pitfalls

• Customers objectives not clarified (Unclear
  objectives)
• Project no longer a priority no one seems to be
  in charge
• Unrealistic Schedules
• Project plan is not used to manage the project
• Sufficient resources have not been committed
• Project statistics are not monitored against plan
• No formal communications plan is in place
• The project has lost sight of its original goals
• There is no change management process in place
• Original assumptions invalid (all assumptions are
  termed as Risks for Project)

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Project Success Factors

• 1. Executive support
• 2. User involvement
• 3. Experienced project manager
• 4. Clear business objectives
• 5. Minimized scope

6. Standard software infrastructure 7. Firm
basic requirements 8. Formal methodology 9.
Reliable estimates 10. Other criteria, such as
small milestones, proper planning, competent
staff, and ownership
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What Is Project Management Anyway?

• Project management is the application of
  knowledge, skills, tools and techniques to
  project activities to meet project requirements.

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Project Management Attributes

• There is beginning and an end
• - While it is intended to have an end, it is
  sometimes difficult to determine when that really
  happens because of our increasingly complex world
  Examples? Inadequate systems, elections
• Encompass multiple functional areas of an
  organization
• Usually not anything the team has done before
• Well-defined time constraint
• Well-defined cost constraint
• Well-defined performance constraint/goal

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Project Stakeholders

• Includes everyone who may be positively or
  negatively impacted by the project.
• Project Manager
• Responsible for managing the project.
• Is responsible for the project deliverables.
• Not required to be a technical expert.
• Customer
• Entity purchasing the projects product.
• Users
• Those who will directly use the projects
  product.
• Performing organization
• Enterprise whose employees are most directly
  involved in work for the project.
• Sponsor
• Provides financial resources for the project.

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Project Management Knowledge Areas

• Knowledge areas describe the key competencies
  that project managers must develop.
• Four core knowledge areas lead to specific
  project objectives (scope, time, cost, and
  quality).
• Four facilitating knowledge areas are the means
  through which the project objectives are achieved
  (human resources, communication, risk, and
  procurement management).
• One knowledge area (project integration
  management) affects and is affected by all of the
  other knowledge areas.
• All Nine knowledge areas are important!

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Project Management Tools and Techniques

• Project management tools and techniques assist
  project managers and their teams in various
  aspects of project management.
• Specific tools and techniques include
• Project charters, scope statements, and WBS (Work
  breakdown structure).
• Gantt charts, network diagrams, critical path
  analyses, critical chain scheduling (time).
• Cost estimates and earned value management (cost).

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Project Management Process Groups

• Process is a set of interrelated actions and
  activities that are performed to
• achieve a pre-specified set of products, results,
  or services.
• Process groups are linked by the results they
  produce i.e. Result of one process group becomes
  input to the succeeding process group.
• Process groups may overlap and cross phases
• If a project is broken down into several phases
  (e.g. design, implementation etc.), then the
  process groups will occur in each of the phases
• Project management is accomplished through the
  application and integration of the project
  management processes of initiating, planning,
  executing, monitoring and controlling, and
  closing.

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Project Management Life Cycle

• Initiation/ Scoping the Project
• Identify problems, opportunities,
• goals, resources, success criteria,
• risks, and obstacles
• Planning/ Develop a Detailed Plan
• Identify, estimate duration, and resource
• the activities, prepare proposal
• Executing/ Launch the Plan - recruit and
  organize team, schedule and document work
• Monitoring Controlling Progress - establish
  progress reporting, change control tools, monitor
  progress, amend plan
• Closing - obtain client acceptance, install
  deliverables, complete documentation,
  post-implementation report, issue final project
  report.

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Project managementStep 1 Project Initiation /
Scope the Project

• Generating a project statement containing five
  components
• Problem and opportunity - a statement of fact
• Project goal - what the project will address
• Project objectives - what the project includes
• Success criteria - business value
  quantitative business outcome
• Assumptions, risks, objectives - what will
  hinder the project in achieving its goals
• Joint planning sessions
• Obtaining senior management approval

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Project management lifecycle Step 2 Project
Planning / Develop a detailed plan

• Define and record requirements
• Determine resource requirements and their
  responsibilities
• Identify project activities (work breakdown
  structures)
• Identifying dependencies of activity B and
  Activity A
• Develop change management plan

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Project management lifecycle Step 3 Project
Execution / Implement the plan

• Recruit and organize the project team
• Project manager, Core team Contracted team etc.
• Execute tasks defined in project plan.
• Manage resources utilization
• Scheduling and documenting work

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Project management lifecycle Step 4 Project
Monitoring and controlling progress

• Measure project performance
• Monitor all risks
• Conduct regular status review meetings
• Verify and manage changes to project

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Project management lifecycle Step 5 Project
Closing / Closing the project

• Ensure all deliverables are installed to avoid
  penalties
• Obtain client acceptance of deliverables
• Ensure documentation is complete
• Conduct post-implementation review ( Was
  project goal achieved? was is done on time, on
  budget, in accordance with specifications? Was
  client satisfied with the project results? Was
  the business value realized?
• And most importantly What were the lessons
  learned for the benefit of future projects?)
• Party!

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3-D View of Project management
(Describes the work to be done to deliver the
product)
(Delineates five project management processes
that must be performed for every project and
every phase thereof)
(Lists ten areas of responsibility that must be
addressed by the project managers during each of
the five project management processes for all
projects)
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Who controls what?

• The project manager controls
• Resource utilization
• Work schedules
• The client management controls
• Cost / funding
• Resource level availability
• The client users controls
• Scope
• Quality
• Delivery date