project management guide by workmonk
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Project
By
ct Management by WorkMonk.com
A
uide To
anageme
orkMonk.com
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Contents
1. An Introduction to Project Ma
2. Project Phases & Project Life
2.1. Project Life Cycle Stag
3. Project Stakeholders...............
3.1. Roles & Responsibilitie
4. Key General Management Skil
5. Project Processes....................
6. Process Groups.......................
7. Defining Project Scope Manag
7.1. Scope Statement .........
7.2. Creating the Work Bre
8. Estimating Cost and Developin
8.1. Cost Estimating Inputs
8.2. Estimating Activity Dur
8.3. Analyzing Cost Estimati
8.4. Cost Budgeting............
8.5. Developing the project
8.6. Earned Value Manage
9. Creating the Network Diagra
9.1. Precedence Diagram
9.2. Arrow Diagramming M
9.3. Conditional Diagrammi
10. Creating the Project Schedule
10.1. Applying Mathematical
10.2. Examining the Project
11. Project Integration Managem
12. Project Quality Management..
12.1. Implementing Quality
12.2. Charting Quality Contr
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nagement ..................................................................
ycle............................................................................
s.................................................................................
...................................................................................
s of a Project Manager ..............................................
ls................................................................................
...................................................................................
...................................................................................
ement ........................................................................
...................................................................................
kdown Structure ......................................................
g Budget....................................................................
...................................................................................
ations.........................................................................
ing Results..................................................................
...................................................................................
Budget ......................................................................
ent ...........................................................................
..................................................................................
ethod ........................................................................
ethod.........................................................................
ng Method ................................................................
...................................................................................
l Analysis....................................................................
chedule.....................................................................
nt ..............................................................................
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ontrol .......................................................................
l ................................................................................
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12.3. Evaluating Quality Cost
12.4. Implementing Quality
13. Project Human Resource Man
14. Project Communications Man
15. Project Risk Management.......
15.1. Analyzing Identified Ri
15.2. Risk Management Met
15.3. Responding to Identif i
15.4. Iterative Risk Manage
16. Why Projects Fails?.................
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s.................................................................................
ssurance...................................................................
agement.....................................................................
gement .....................................................................
...................................................................................
ks...............................................................................
hods...........................................................................
d Risks.......................................................................
ent ............................................................................
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The primary purpose of this documentproject management.
1. An Introduction to ProjProject Management is the supervisioProject management includes work prtradeoffs among the scope, quality,needed to complete the project, whiltasks.Project Management is comprised of t
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Risk Management
Project Quality Management
Project Procurement Management
Project Human Resource Management
Project Communications Management
2. Project Phases & ProjecProjects are temporary endeavors toBetween the project launch and the cwill have its deliverables. A project phcompleting the project one phase at ahave several phases to complete from
so on. Each project will have its own lphase allows a project to move into thThe collection of the project phases,beginning, middle, and end of a projecycle than nearing its end.
2.1. Project Life Cycle StagInitiating: When a project is proposed,Planning: Starts after the initial comthe entire detailed plan.Executing: Includes authorizing, executdeliverables.
Closing: All activities after customer arecognized, and contribut ions are rew
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is to provide a basic reference to anyone who is interest
ct Managementn and control of the work that is required to completocesses that initiate, plan, execute, and close work. Woost, and schedule of the project. The project team cthe project manager schedules, monitors, and control
e following nine knowledge areas:Project Management Knowledge Areas
Focuses on project plan development and execution.
Deals with the planning, creation, protection and fulfillment
Covers activities, their characteristics, and how they fit into th
Concerned with the planning, est imating, budgeting, and cont
Focuses on risk planning, analysis, monit oring, and control.
Centers on quality planning, assurance and control.
Involves planning, solicitation, contract administration, and c
Focuses on organizational planning, staff acquisition, and t ea
Details on how communication can be improved.
Life Cyclecreate a unique product or service. All projects must
oveted end date, project will pass through multiple phse allows a project manager to see the project as a whtime. Consider a project to create a new electronic gadconcept to completion: product description, prototype,
gical phases to completion, goals and deliverables andnext phase.
as a whole, is known as the project life cycle. Projectt. Projects have a greater risk and uncertainty in the ea
splanned at a high level, and key participants, commit toitment, includes detailed planning, and ends when all
ing, monitoring, and controlling work until the custome
ceptance to ensure project is completed, lessons are lerded.
ed in understanding
the project vision.rk processes requirearries out the workthe various project
f the project scope.
e project schedule.
rol of costs.
ntract closeout.
development.
have an end date.ses and each phasele and still focus onget. This gadget willrevision, testing and
the completion of a
ife cycle define thely phases of the life
it in broad terms.stakeholders accept
accepts the project
rned, resources are
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Fig 1: Project Life Cycle Stages
Fig 2: Project Life Cycle for Quality Im
3. Project StakeholdersStakeholders are those folks and orgaoutcome – in other words, people, grothe project.
Project Manager PerProject Customer PerPerforming Organization EntiProject Team CollProject Sponsor Has
resp
3.1. Roles & Responsibili tiThe project manager has primary recompletion. To succeed, the projectresources are applied. The project msuccessfully completed on time and wiResponsibilities:
Implement project policies an Acquire resources through ne
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rovement Projects
nizations who are actively involved in the project, or wups, businesses, customers, and communities that have
Key Project Stakeholders
on who is accountable for managing the project.on or group that will use the project deliverable.y that employs the people responsible for completing tction of individuals that will work together to ensure suthe power to authorize and sanction the projectonsible for project success.
s of a Project Managersponsibility for the quality of a project’s deliverableanager must work closely with the project owner to enager also has responsibility for planning and ensurinhin budget.
d proceduresotiation with project owners and resource managers.
ill be affected by itsa vested interest in
e project work.cess of the project.ork and is ultimately
and its successfulsure that adequatethat the project is
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Ensure adequate technical pr Establish and maintain quality Identify and procure tools to Monitor project progress agai Ensure resources are focused Engage with management to
4. Key General ManagemeThere is more to project managememanagement are general managemenlevel of efficiency and control.
Leading the project team Excellent communication skill Negotiating project terms and Active problem solving Influencing the organization
Matrix Organization & Composite Org
Organizational Type Pros
Strong Matrix Project teamfrom 50 to 9manager hamodel provid
Balanced Matrix The projectauthority wiallows efficie
Weak Matrix The project
authority an
Composite Ideal forprojects, sucon the projefunctional m
5. Project ProcessesProcesses are a series of actions with
activities, but the control of individualThere are two types of processes:Product Oriented Processes: These prother words, product oriented procesThe processes within a project are uniProject Management Processes: Theactivities comprise the bulk of the projprojects from construction to technolo
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ficiency to meet project requirements and arrange for tin project.e used on the project.
nst schedule and budget plansand raise concerns as appon correct activities.nsure project awareness and prompt issue resolution.
nt Skillsnt than just getting the work done. Inherent to thet skills that allow the project manager to complete th
conditions
anization
Cons
may be assigned to a project90% of its duration. The project
a high level of authority. Thises good communication
Competition amongexists. Overall costsdue to redundant aamong projects.
manager has balanced projectith management. This modelnt use of functional resources.
The functional manamanager may battlemembers’ time. Projthey are reporting to
manager has little project
acts as a project coordinator.
The project is mor
functional departmea separate activitresources may be dimany projects at onc
organizations with recurringh as manufacturing. Everyonect knows who is in charge: thenager.
The project managerauthority and mayproject expeditor.
a common, parent goal, to create a result. Processes ar
activities to complete a project phase.
ocesses are the activities that complete a project’s phses within a project complete phases, which in turn cue to each project.se processes are the activities that are universal toect management body of knowledge and these processgy.
aining.
ropriate.
process of projectproject with some
project teams stillmay also increasedministrative staff
er and the projectfor project teamct team may feel
multiple bosses.e a part of the
t operations than. Project teamided amongst too.has little projectbe known as a
e not the individual
se and life cycle. Inmplete the project.
all projects. Theses are common to all
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The two process types are interrelateproduct oriented processes in order tproject manager should be familiar wiconstruction in order to effectively app
6. Process GroupsThe process groups are a collection ofmanagement life cycle. The output ofThe following are five project manageInitiating: The project is authorized.Planning: Project objectives are deterExecuting: The project is executed utiliControlling: Project performance is mdesign specifications and requirementClosing: The project and its various ph
7. Defining Project ScopeProject scope management constitutethe work required, to complete the pr
It defines what work is neede It determines what is include It serves as a guide to determi It serves as point of reference It guides the project manager
Thefollowing table lists the inputs, too
Inputs
Product DescriptionProject Charter
ConstraintsAssumptions
7.1. Scope StatementThe scope statement is a document tproject objectives. The scope statemethe point and purpose of the projectmade to determine if proposed changThe scope statement, may, with adeqreferences the following:Project Justif ication: Identifies the busProject’s Product: The scope statemen
Project Deliverables: The high-levelpredefined metrics are met, signal thwhat deliverables are excluded from tstate that it is not including the packaas part of the project deliverables shoProject Objectives: Project objectivesare typically cost, schedule, and qualitthe project, as the metric “ customer s
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d and interdependent. Thus, a project manager mustapply the project management processes. To use a re
th both how a house is constructed and the various phly the project management processes.
activities that contribute to the control and implementne process group will act as input for another process grent process groups:
ined, as well as how to reach those objectives with thezing acquired resources.onitored and measured to ensure the project plan is be.ses are brought to a formal end.
anagements the processes that the project includes all of the wor ject successfully. Project Scope Management has sever
to complete the project objectives.in the project.
ne what work is not needed to complete the project objfor what is not included in the project.on decision to add, change, or remove the work of the pls and techniques, and outputs of scope planning.
Tools and Techniques Outputs
Product Analysis Scope StatemenBenefit/Cost Analysis Supporting Deta
Alternat ives Ident ificat ion Scope ManagemExpert Judgment
at describes the work, and only the required work, net establishes a common vision among the project stak
work. It is used as a baseline against which all futures or work results are aligned with expectations.ate reason, be updated to reflect changes in the project
iness needs of the project. It answers why the project ht reiterates the details of t he project product.
eliverables of the project should be identified. Theset project scope has been completed. When appropriat
he project deliverables. For ex: a project to create a neing of the food product as part of the project. Items anld be assumed to be excluded.are specific conditions that determine the success of ametrics. Vague metrics, such as customer satisfaction,
tisfaction” is subjective and not quantified.
e familiar with theal world example, ases involved in that
ation of the projectoup.
iven constraints.
ing implemented to
required, and onlyl purposes:
ectives.
roject.
il
ent Plan
cessary to meet theholders to establishroject decisions are
work. It includes or
s been authorized.
deliverables, whene, it should also list
food product mayfeatures not listed
project. Conditionsincrease the risk for
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The following table depicts the Inputs,
Inputs To
Scope Statement WConstraints DeAssumptionsOther planning outputs
Historical information
7.2. Creating the Work BreThe Work Breakdown Structure (WBS)work. A WBS breaks down into a dcannot complete the activity alone.individuals close to the work and will bThe smallest element in the WBS is cpackages.
Fig 3: A sample WBS for a technology
Some essential elements about the W Serves as the project scope b One of the most important pr Serves as the foundation for p Visualizes the entire project. Work not included in the WB Builds team consensus and bu Serves as a control mechanis Allows for accurate cost and ti Serves as deterrent to scope c
WBS is an input to five core processes:
PM Activities
Planning
Meetings
Schedule
Budgeting
Training
Development
Courseware
WBT
Handouts
Classes
W
Cost
Estimatin
Cost
Budgeting
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Outputs and Tools and Techniques of Scope Definit ion
ls and Techniques Outputs
rk Breakdown Structure template Work Breakdowomposition Scope statemen
akdown Structureis an organized collection of the project deliverable to bliverable-oriented collection of manageable pieces. T
The input and guidance of the project team is require completing the actual activities within the project phalled the Work Package. WBS also identifies the relatio
project
S:seline.oject management tools.lanning, estimating, and project control.
is not part of the project.y-in to the project.to keep the project on track.
ime estimates.hange.
OSRollout
Testing
Planning
Scenario
Simulations
Pilots
Lab
Rollout
IT Dept
Sales
AA's
Education
HR
Accounting
Documentation
Courseware
Operations
Versioning
Issues
KnowledgeManagement
S
esource
Planning
Risk
Management
Activity
Definition
n Structuret updates
e created by projecte project managered as they are thees.ship between work
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8.6. Earned Value ManageIt is the process of measuring performPlanned Value (PV): It is the work schehas a budget of $10,000 and month sialso known as Budget Cost of Work ScEarned Vale (EV): It is the physical woproject has a budget of $10,000 and tis $2,500. EV is also known as BudgeteActual Cost (AC): It is the actual amobudget of $10,000 and $5,000 has beknown as Actual Cost of Work Perform
9. Creating the Network DiA network diagram shows the relatiocompletion. A network diagram visucomplex to easy to create and configur
9.1. Precedence DiagramThe PDM is the most common methonodes, and connects the boxes withpackages.
Relationships between activities in a PFinish-to-Start (FS): It means task A mu
Start-to-Start (SS): It means Task A muFinish-to Finish (FF): It means Task A mStart -to-Finish (SF): It requires that Tas
9.2. Arrow DiagrammingADM approach uses arrows to represeto-start relationships. ADM is an exam
9.3. Condit ional DiagrammCDMs are more complex and structureand review technique (GERT). Theseprobabilistic clarification of work pack
10.Creating the Project SchCreating the project schedule is partnetwork diagram and the accuracy of tscope in the shortest amount of time p
Start
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entnce of project work against a plan to identify variances.uled and the authorized budget to accomplish that worrepresents 50% of the project work, the PV for that m
edule (BCWS).rk completed till date and the authorized budget for the work completed till date represents 25% of the entireCost of Work Performed (BCWP).
unt of monies the project has incurred till date. For een spent on the project ti ll date, then the AC would bed (ACWP).
agramnship of the work activities and how the work will pralizes the project work. These diagrams can vary fre.
ethodof arranging the project work visually. It puts the acti
arrows. The arrows represent the relationship and de
M constitute one of four dif ferent types:st be completed before Task B.
t start before Task B can start.ust complete before Task B does.k A to start so that Task B may finish.
ethodnt the activities. The arrows are connected on nodes. Ale of Activity-on-Arrow (AOA) networks.
ing Methodthan ADM or PDM. CDM includes system dynamics andmodels allow for loops and conditional branching. Gge estimates.
edulef the planning process group. It is calendar based andime estimates. The point of the project schedule is to cossible without incurring exceptional costs, risks, or a lo
A B
D
End
k. For ex: if a projectonth is $5,000. PV is
at work. For Ex: If aproject work, its EV
x: if a project has ae $5,000. AC is also
gress from start tom being extremely
ities in boxes calledpendencies of work
M only uses finish-
graphical evaluationERT also allows for
elies on the projectomplete the projects of quality.
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10.1. Applying MathematicMathematical analysis is the process owith the project network diagrams. ThProgram Evaluation and Review Tech
activities will end. It uses “Pessimistic”completed.Formula: (O+4M+P)/6Graphical Evaluation and Review Tec
of activit ies and is based on probable eFor ex: the results of work packageproject may continue as planned.Critical Path Method (CPM): It is the“forward” pass and “backward” pass tshould not be delayed; else the projelongest duration to complete. Activitiedelay without delaying the project endThree different kinds of float:Free Float: Total time a single activity c
Total Slack: Total time for which an actProject Slack: Total t ime the project ca
10.2. Examining the ProjectProject schedule can be presented inProject Network Diagrams: Illustratesproject end date and dates associatedBar Charts: Shows the start and endare listed down the left hand sideinterrelationships of activities and if oThese are easy to read and these scheMilestone Charts: These plot out th
through, against a calendar. These are
11.Project Integration ManIt is the art and science of ensuring thimplemented. It is made up of the dparts of the project work together.
It requires expertise, as the pto competing objectives.
It requires proper organizatiproject plan.
It requires the ability to acco
It required leadership, recordchanges throughout the proje It requires flexibility and adap
12.Project Quality ManageQuality management is the process toThere are several quality management
ect Management by WorkMonk.com
l Analysisf factoring theoretical early and latest start and finish dee common methods for mathematical analysis are:nique (PERT): PERT uses a weighted average method t, “Optimistic” and “Most likely” estimate to predict whe
nique (GERT): GERT uses conditional advancement, brstimates. Activities within GERT are dependent on othermay determine if additional testing is needed, rework
ost commonly used method for calculating finish timereveal which activities are considered critical. Activitie
t end date will be delayed. The critical path is defineds not on the critical path have some float (slack) that alldate.
an be delayed without delaying the early start of any su
ivity can be delayed without delaying project completion be delayed without passing the customer expected co
scheduleany different formats:
the flow of work, relationship between activities, criticalwith each project activity.ates for the project, and the activity duration againstand a time scale is shown along the bottom. But te activity is delayed, it is not obvious that how will it afuling bar charts are also called Gantt Charts.high level deliverables and external interfaces, suc
similar to Gantt charts, but with less detail regarding ind
agementt your project moves forward, that your plan is fully devy-to-day processes the project manager relies on to e
roject manager will have to negotiate with the stakehol
n as project manager will have to develop, co-ordin
plish the project plan.
-keeping, and political savvy as there may be a need toct implementation.tability throughout the project execution.
entensure the project is completed with no deviations frophilosophies:
tes for each activity
o predict when then the project will be
nching, and loopingupstream activities.is required, or the
f a project. It uses aon the critical paths the path with thews some amount of
cessor activities.
.pletion date.
path, and expected
calendar. Activitieshese do not showfect other activities.
as customer walk
ividual activities.
eloped and properlysure that all of the
ers for a resolution
te, and record the
deal with potential
the requirements.
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The project manager shouldcontributors, project sponsor,
Organizational planning callsproject and the reporting rela
Reporting relationships canrelationships and the procedu
Project performance improveeffort and contributions to th
Special care to involve the pro
14.Project CommunicationThe most important skill a project manProject Communications Managemenaccordingly it produces a plan to proviPCM includes generating, collecting,successful communication. It is the keyPCM includes four processes, which m
Communication Planning: The planninneeds and determine how to fulfil l theiInformation Distr ibution: The projectthe appropriate stakeholders.Performance Reporting: The projectstatus reports, measure performance,Administrative Closure: The projectinformation distribution to close out a
15.Project Risk ManagemeRisks are uncertain events that can a
determining how the risk managemenof how to manage project risks. Riskproject team, management, customerthe risk management plan.Risks can be placed into following maj
Technical Risks Quality or Performance Risks Project Management Risks Organizational Risks External Risks
Project files from published informatioThe Delphi technique allows participallows results to be shared with allsurveying and analysis can create consTriggers are warning signs that a risk is
15.1. Analyzing Identified Ri Risks can be ranked by ordina
high.
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ot forget to involve other stakeholders: customers, maand any other stakeholder unique to the project.on the project manager to identify the roles and reionship within the organization.
be internal (management) or external (customere to communicate with these projects interfaces must
ments must be noted in an honest appraisal of the projproject.
ject team must be given when the team is scattered geo
Managementager should possess is effective communication.t centers on determining who needs what informatie the needed information.disseminating, and storing communication. Successflink between people, ideas and information.y overlap each other and other knowledge areas. The f
g manager will need to identify the stakeholders and tir requirements.manager will need to get the correct information on the
anager will rely on EVM and other performance meand forecast project conditions.
manager will need a routine of documentation, cphase or a project.
tffect a project’s objectives for good or bad. Risk man
activities within the project will take place. It is basicallanagement planning is accomplished through plannin
s, and other key stakeholders. The output of risk man
r categories:
n and previous projects can serve as input to risk identifints to identify risk anonymously without fear of embaarticipants for comments on each other’s anonymou
ensus on the major project risks.about to happen or risk has happened.
sksl ranking by using such indicators as very low, low, mod
agement, individual
sponsibilities of the
r/community). Thee documented.
ect team members’
graphically.
n and when? And
ul projects require
ur processes are:
eir communications
correct schedule to
surement to create
ommunication, and
gement planning is
y the determinationmeetings with the
gement planning is
cation.rrassment. A surveys inputs. Rounds of
rate, high, and very
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Risks can also be analyzed usirisk based on its impact and p
An overall project risk rankinorganization.
The risks can be moved into q Risks are assigned numeric val
15.2. Risk Management Met
The Monte Carlo Simulation can deterisk exposure, and identify realistic timatter experts are an excellent start fDecision Trees help determine the codecision and the probability of complet
15.3. Responding to Identif i
Risk thresholds, defined in rcompany.
Risk owners are the individua
in the risk response planning. Risk avoidance changes the pr Risk transference moves the ri Risk Mitigation involves actio
risk on the project objectives, Risk Acceptance acknowledge Residual Risks are risks that re
15.4. Iterative Risk Manage Identified risks must be track Issue logs, action-item lists, j
reports the project team and
Risk response audits measurequality values gained or lost b
Earned Value analysis can mwithin the project.
16.Why Projects Fails? Not enough resources are ava Not enough time has been giv Project expectations are uncl Changes in the scope are not Stakeholders disagree regardi
Adequate project planning is Lack of effective leadership a Ambiguous communications
Efficient Project management with efprojects also successful and result in ut
ing a cardinal ranking system of numerical values thatrobability.g can be used to compare the current projects with o
uantitative analysis for further study.lues.
hod
rmine the likelihood of the project’s success, predict thme, scope, and cost objectives. Interviews with staker quantitative risk analysis.t, benefit, and value of multiple decisions. They are basing an objective.
d Riskisk management planning, describe the acceptable le
ls or groups that are responsible for a risk response, an
oject plan to avoid the risk.isk consequence to a third party.ns designed to reduce likelihood of a risk occurring, reor both.s the risk exists but the risk is not worthy of a more in-dmain after avoidance, transference, mitigation, and acc
entd, monitored for warning signs, and documented.eopardy warnings, and escalation notices are all typeisk owners must use to document and track identified ri
the success of the responses and the effectiveness ofy the risk responses.asure project performance, but it can also predict and
ilable for project completion.en to the project.ar.nderstood or agreed upon by all parties involved.
ng expectations for the project.
ot used.d management.nd conflicts among team members.
fective management skills can make even the most dimost customer satisfaction.
re assigned to each
ther projects in the
e costs of a specificholders and subject
ed on he cost of the
vel of risk within a
d should participate
uce the impact of a
pth response.ptance.
of communicationsks.
he cost, scope, and
signal pending risks
ifficult and complex