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Modern Project Management
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Quality
All of mankinds greatest accomplishment from
building the great pyramids to discovering a cure for
polio to putting a man on the moon began as a project
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Why project Management?It is not a special-need management. It is a standard way of doing business
Compression of the Product Life Cycle
High tech industries product life cycle is averaging 6 months to 3 yearsTime to Market (Speed becomes a competitive advantage)
Complexity & Knowledge Explosion
Growth of new knowledge
Complexities in materials, specifications, codes, aesthetics, equipment etc.
Need to integrate divergent technologies
Triple bottom line (planet, people, profit)
Sustainable business practices
Carbon footprint / renewable energy
Corporate downsizingFlatter & leaner organization
Outsourcing
Increased Customer Focus
Small Projects Represents Big Problem (Velocity of change, multi-project environment)
Business environment requires
Innovation, Speed, Flexibility,
Accountability and ContinuousImprovement
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What is a project?
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A project is a temporary endeavorundertaken
to create a unique
product, service or result
What is a project?
How temporary?
Has a definite beginning and end
Ceases when objectives have been met Team is disbanded upon project completion
Unique?
The product or service is different in some way from
other product or services
Project characteristics are progressively elaborated
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Ship building
Building construction
Refinery construction
10 day Tour and Travel
Programs
Some examples
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Projects in our life
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A project has a unique combination of stakeholders
stakeholders personsor organizations that are
actively involved in the project,or whose interests may be
positively or negatively affected
by the project. PMBOK
Guide
Three Groups of Stakeholders
The first group of stakeholders to be
considered are those within the project,
i.e., the project team.
The second group of stakeholders are
those outside of the project, but within the
organization.
Then there is the third group that areoutside of the organization. 6
NOTE:
PMBOK Project
Management Book ofKnowledge
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The Need of the Hour:Project Management (PM)
the application of knowledge, skills, tools
and techniques to project activities to meet
project requirements.
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Project management includes work processes that initiate, plan,execute, monitor & control and close work
Work processes require tradeoffs among the scope, quality, cost, andschedule of the project
PM includes administrative tasks for planning, documenting, andcontrolling work
PM includes leadership tasks for visioning, motivating, and promotingwork associates.
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What Makes Projects Different?
Projects vs. operations
Soft skills and hard skills
Authority, responsibility & Accountability
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Projects vs. Operations
Projects are temporary Projects have unique characteristics
Operations consist of the ongoing work needed toensure that an organization continues to functioneffectively
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e.g. accounting, production.
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Soft Skills and Hard Skills
Soft skills Communication, Presentation, Team work,Interpersonal, Professional ethics, Time management,Stress Management, Leadership.
Hard skills - scheduling, risk analysis, quality control, andbudgeting work
A successful project manager needs both soft and hardskills
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Training, experience, and mentoring are
instrumental in developing necessary skills.
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Authority, Responsibility & Accountability
Projects are most effectively managed with one person beingassigned accountability
Project managers negotiate with functional managers
A project manager needs to develop strong communicationand leadership skills in order to persuade subordinates to focuson the project when other work also beckons.
Functional manager someone with management authority
over an organizational unit. The manager of any group that
actually makes a product or performs a service.11
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Project Life Cycle
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Project Life Cycle
All projects go throughpredictable stages called a project
life cycle.
Life cycle allows for control to assure that the project isproceeding in a satisfactory manner and that the results arelikely to serve its customers intended purpose
13PMBOK Guide
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Project Management Process
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(Defining)
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ProjectLifeCycle
Stages
Definingwhen a project is proposed, planned at a high level, and key participants commit to itin broad terms
Planningstarts after the initial commitment, includes detailed planning, and ends when allstakeholders accept the entire detailed plan
Executingincludes authorizing, executing, monitoring, and controlling work until the customeraccepts the project deliverables
Closingall activities after customer acceptance to ensure project is completed, lessons are
learned, resources are reassigned, and contributions are recognized. 15
Monitoring & Control
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Project Life Cycle Stages
Most companies insist that a project must pass anapproval of some kind to move from one stage tothe next
Toll Gates & Milestones
The project life cycle is highly formalized and veryspecific.
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Project Objectives Triangle
Balancing Time,
Cost and Scope
within theframework of
Quality
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The Triangle of Project
Management
(Budget)(Schedule)
Also called as Triple
Constraints Or Iron Triangle
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PMBOK extends the triple constraints and calls the
following as competing project constraints:
Competing Project Constraints
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Project Vs Program Vs Portfolios
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Portfolio Management
Business Leadership Alignment
Value optimization(risks/rewards)
Program SelectionPortfolio adjustment
Program Management
Business Sponsorship
Multiple projects (interrelatedor interdependent projects)
All elements of businesssystem
Project Management
Delivery of capability
Inputs
Budgets
Schedule
Project: Set up the call centerand hand it over to your client.
The first project is to construct a
school building and the second
project is to construct an office
building. Since these two projects are
similar in nature, you will keep them
under a program. The Benefits of Program Management
Less conflict among projects
Optimal utilization of resources
Resource constraints are minimized
Better communication and coordination
among projects Improves organizations performance
Portfolio refers to a group of related or non-related projects
or programs.
For example, lets say that you have three projects: the first
project is to construct a building, the second project is to
conduct research to find the impact of motor pollution on
the environment, and the third project is to set up a call
center.The Benefits of Portfolio Management
Optimal allocation and utilization of resources
among projects or programs
Provide constant support to projects or programs
Fewer conflicts and better communication among
projects or programs
Better coordination among projects or programsA program is a group of related or similar projects
managed in a coordinated way to get the benefits and
control not available from managing them
individually.
Project VsProgram VsPortfolios
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Projects and Subprojects
A large project may be composed of multiplesubprojects
Subproject a smaller portion of the overall project createdwhen a project is subdivided into more manageable components or
pieces. PMBOK Guide
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Portfolio, Program, Project, andSubproject Relationships
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Project Governance:An Integrative Approach
Integration (or centralization) of projectmanagement provides senior management with:
An overview of all project management activities
A big picture of how organizational resources are used
A risk assessment of their portfolio of projects
A rough metric of the firms improvement in managingprojects relative to others in the industry
Linkages of senior management with actual projectexecution management
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Started in 1969
Worlds leading not-for-profit membership association for the project
management profession
More than half a million members
More than 185 countries
Provide Project Management Professional (PMP) certificates (As on
June 2013, 537400 professional certificate holders)
CAPM (Certified Associate in Project Management) for entry level
project managers as well as for students
Project management is supported by globally-recognized standards
and credentials
PMP (Project Management Professional) Certification
Recognizes Project Management Knowledge and Skills
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PMI India
PMI Organization Centre Private LimitedMumbai, India
E-mail: [email protected]
Website: www.pmi.org.in
PMI's India Service Centre
New Delhi, IndiaTel: +91-124-4517 140
E-mail: [email protected]
Other Offices
Bengaluru, India
E-mail: [email protected]
mailto:[email protected]://www.pmi.org.in/mailto:[email protected]:[email protected]:[email protected]:[email protected]://www.pmi.org.in/mailto:[email protected] -
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10 Knowledge Area
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Project Management Process Groups
A process is a series of actions directed toward a particularresult.
Project management can be viewed as a number ofinterlinked processes.
The project management process groups include: Initiating processes
Planning processes
Executing processes
Monitoring andcontrolling processes
Closing processes
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P j t M t P (47)
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Project Management Processes (47)
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Summary
A project is a temporary endeavorundertaken to create a unique product orservice
Project management includes work processes that initiate, plan, execute,
control, and close project work.
Balancing between the scope, cost, and schedule without compromising onQuality.
All projects, regardless of size, complexity, or application, need to beplanned and managed.
PMI is a very large professional organization devoted to promoting andstandardizing project management understanding and methods
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An Overview of Project Management
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Backup
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