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WELCOME

WELCOME. To Project Development & Management. Course Requirements. Fundamentals of Project Management. Project Project management Project Life cycle Project Development Project Initiation. Project Planning Project Implementation Project Closeout and Related Concepts.

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WELCOME

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  1. WELCOME To Project Development & Management CSC-PDM-Introduction to PM-2011

  2. Course Requirements CSC-PDM-Introduction to PM-2011

  3. Fundamentals of Project Management • Project • Project management • Project Life cycle • Project Development • Project Initiation • Project Planning • Project Implementation • Project Closeout and • Related Concepts CSC-PDM-Introduction to PM-2011

  4. Introduction to Project Management CSC-PDM-Introduction to PM-2011

  5. By the end of this session, you will be able to – • Define a project and a project life cycle • Explain project management and its importance • Explain the triple constraint that affects every project • Identify influences on a project • Describe project processes that make up every project • Explain the roles, responsibilities, and key competencies of project managers CSC-PDM-Introduction to PM-2011

  6. Project Management Basic concepts • Project • Project life cycle • Triple constraint • Organizational influences • External influences • Key processes etc CSC-PDM-Introduction to PM-2011

  7. Project Management Basic Terms • Stakeholders • Project manager • Core team members • Team member • Roles and responsibilities • Key competencies etc. CSC-PDM-Introduction to PM-2011

  8. What is a Project ? A temporary endeavor undertaken to create a unique product or service Program X Program Y Source: PMBOK Guide Project A Project B Project C Ongoing Business Operation Project D Project E Project F CSC-PDM-Introduction to PM-2011

  9. Project • Temporary: Definite beginning and end • Unique end result Examples: • Adarshagram Project • EPI • PEDP – 2 • Program vs. project CSC-PDM-Introduction to PM-2011

  10. Project Life Cycle Phases: • Beginning, middle and end • Tangible and verifiable work product • Construction industry: Feasibility => planning and design => construction=> turnover=> start-up. • Drug manufacturers: Discovery and screening=>pre-clinical development=> registration workup=> post submission activity. CSC-PDM-Introduction to PM-2011

  11. Brainstorming Just consider a project for your own organization and identify the phases CSC-PDM-Introduction to PM-2011

  12. Project Life Cycle ( Generic) • Projects are usually divided into phases • Collectively, these phases make up the project life cycle Project Initiation Project Planning Project Implementation Project Closeout CSC-PDM-Introduction to PM-2011

  13. Initiation Phase • Scope definition • Project selection • Project relationship development • Needs analysis • Define requirements • Project approval • Fund collection/ assurance • Project document preparation • Project charter • Benefit-cost analysis • Net present value • Feasibility Study • Calculation of Payback period and FIRR/EIRR CSC-PDM-Introduction to PM-2011

  14. Planning Phase • Scope planning • Specification development • WBS development • Design reviews • Net work Diagramming • Quality planning • Communication planning • Resource allocation • Scheduling • Budgeting • Procurement planning • Resource Planning • Risk Planning • Reserve Planning • Cost Planning CSC-PDM-Introduction to PM-2011

  15. Implementation Phase • Change control • Task completion • Team building • Organizational structure • Project Performance • Monitoring • Base line set up • Variance analysis • Actual Cost • Planned Value • Earned vale analysis • Delegate work CSC-PDM-Introduction to PM-2011

  16. Closeout Phase • Reward & recognition • Customer satisfaction • Project enhancements • Delivery • Administrative Closeout • Get paid • Documentation • Celebration • Lessons learned • Project Completion Report CSC-PDM-Introduction to PM-2011

  17. Project Management • The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements • Sound project management helps ensure success • Project management is an emerging profession. CSC-PDM-Introduction to PM-2011

  18. Project Management • Generally accepted means the knowledge and practices described are applicable to most projects most of the time, and that there is widespread consensus about their value and usefulness. • Generally accepted does not mean that the knowledge and practices describes are or should be applied uniformly on all projects; • The project management team is always responsible for determining what is appropriate for any given project. CSC-PDM-Introduction to PM-2011

  19. The Triple Constraint Cost Time Scope CSC-PDM-Introduction to PM-2011

  20. The Triple Constraint Scope –“ sum of the products and services to be provided as a project.” Cost – “means the money, labor, equipment, and other resources needed to complete the project.” Time – “refers to the schedule, or, in other words, how long it takes to complete the project.” CSC-PDM-Introduction to PM-2011

  21. Managing Projects • Balancing the three “sides” to complete the project • Combination of art and science • Ongoing effort to define and refine project CSC-PDM-Introduction to PM-2011

  22. Influences on a Project • Internal: • Organization’s systems, • Structures, • Culture • Etc. • External: • Social • Environmental • Economic factors • Etc CSC-PDM-Introduction to PM-2011

  23. Knowledge AreasProject Management is organized in the following nine knowledge areas • Integration • Time • Cost • Scope • Quality • Human resource • Risk • Communication • Procurement CSC-PDM-Introduction to PM-2011

  24. Project Management Process Groups PMBOK Guide identifies five process group in a project Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes CSC-PDM-Introduction to PM-2011

  25. Project Management Process group • Initiation: Authorizing the project • Planning: Defining and redefining objectives and selecting the best of the alternative courses of action. • Executing: Coordinating the people and other resources to carry out the plan. CSC-PDM-Introduction to PM-2011

  26. Project Management Process Group • Controlling: Ensuring that project objectives are met by monitoring and measuring progress to identify variances from the plan so that corrective action can be taken. • Closing: Formalizing acceptance of the project and bringing it to an orderly end. CSC-PDM-Introduction to PM-2011

  27. People involved in Projects Two categories: • Project Stakeholders • The organization’s leadership • The client • The client’s end users • Partners in accomplishing the project • Special interest groups • Government regulators CSC-PDM-Introduction to PM-2011

  28. Project Stakeholders • Criteria to determine stakeholders: • Who gets the output from the project? • Who provides the input to the project team? • Who has the oversight responsibility? • Who has other related responsibilities? • Who reaps the rewards? • Who suffers the penalties? CSC-PDM-Introduction to PM-2011

  29. TIPS! Better to ‘over identify’ stakeholders than to leave some out! Think: WIIFM ( ‘What’s in it for me?’)! CSC-PDM-Introduction to PM-2011

  30. Project Stakeholder Definition “Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion” CSC-PDM-Introduction to PM-2011

  31. Brainstorming Please identify the stakeholders of the project you already have started thinking to consider for your organization CSC-PDM-Introduction to PM-2011

  32. Identification of Stakeholders CSC-PDM-Introduction to PM-2011

  33. Classification of Stakeholders CSC-PDM-Introduction to PM-2011

  34. Classification of Stakeholders CSC-PDM-Introduction to PM-2011

  35. Mapping of Stakeholders Influence CSC-PDM-Introduction to PM-2011

  36. Mapping of Stakeholders Influence CSC-PDM-Introduction to PM-2011

  37. People involved in Projects • Project Personnel • Project Manager: The individual responsible for managing a project • Project Team Member: The people who report either directly or indirectly to the project manager • Core Project Team: Key players in the project CSC-PDM-Introduction to PM-2011

  38. Mapping of Risks

  39. SWOT Analysis

  40. SWOT Analysis

  41. SWOT Analysis

  42. SWOT Analysis

  43. Project manager Roles and Responsibilities • Explicit Role: Managing the project to meet or exceed stakeholders’ expectations • Related roles: Planning, leading, negotiating, communicating, problem solving, prioritizing………. • The project manager must get other people to do what his or her project needs, often with limited authority CSC-PDM-Introduction to PM-2011

  44. Project Manager Professional Responsibilities • Professional conduct • Integrity • Responsibility for actions of the team and the organization • Self-improvement • Fairness, Honesty • Communication CSC-PDM-Introduction to PM-2011

  45. Product obsolescence • Competitive forces • Client requirements • Employee suggestions • Election manifesto • Development Partners’ pressure • Other sources Where Projects Originate CSC-PDM-Introduction to PM-2011

  46. SMART model • S = Specific • M = Measurable • A = Agreed upon • R = Realistic • T = Time-constrained Formulating Good Objectives CSC-PDM-Introduction to PM-2011

  47. SMART Objective “Install 50 desk-mounted telephones with teleconferencing capabilities by the end of October.” CSC-PDM-Introduction to PM-2011

  48. Consider a project for your organization • Write the objectives of the project • Identify some stakeholders of the project • Classify the stakeholders • Analyze the stakeholders Exercise CSC-PDM-Introduction to PM-2011

  49. Key Messages • A project is a temporary endeavor undertaken to create a unique product or service • Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. • The triple constraint of time, cost, and scope underlies every project. CSC-PDM-Introduction to PM-2011

  50. The phases of a project (which often vary by type of project) make up the project’s life cycle. • Internal and external factors influence every project • Five interacting processes make up a project: initiation, planning, execution, control, and closeout CSC-PDM-Introduction to PM-2011

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