Courseware from my course on Project Management that I taught in 2010 at St. Joseph\'s College of Business Administration

1. Tathagat Varma
Tathagat Varma
Session 3/12: 28-May-2010

2.  Early Civilization
 15th-19th Century
 20th Century
 21st Century

3.  2570 BC Great pyramid of Giza completed.
Some records remain of how the work was
managed: e.g. there were managers of each of
the four faces of the pyramid, responsible for
their completion (subproject managers).
 208 BC The first major construction of the
Great Wall of China.

4.  Christopher Wren (1632–1723) was a 17th century
English designer, astronomer, geometer,
mathematician-physicist and one of the greatest
English architects in history. Wren designed 55 of 87
London churches after the Great fire of London in 1666,
including St Paul's Cathedral in 1710, as well as many
secular buildings of note.
 Thomas Telford (1757-1834) was a Scotish stonemason,
architect and civil engineer and a noted road, bridge
and canal builder, who for example managed the
Ellesmere Canal and Pontcysyllte Aqueduct.
 Isambard Kingdom Brunel (1806–1859) was a British
engineer best known for the creation of the
Great Western Railway, a series of famous steamships,
including the first with a propeller, and numerous
important bridges and tunnels.

5.  1910s
 The Gantt Chart developed by Henry Laurence Gantt (1861–1919)
 1950s
 The Critical path method (CPM) invented
 The US DoD used modern project management techniques in their Polaris project.[2]
 1956 The American Association of Cost Engineers (now AACE International) formed
 1958 The Program Evaluation and Review Technique (PERT) method invented
 1960s
 1965 International Project Management Association (IPMA) established as International Management
Systems Association (IMSA)
 1969 Project Management Institute (PMI) launched to promote project management profession
 1970s
 1975 PROMPTII methodology created by Simpact Systems Ltd (source: PRINCE2 manual)
 1975 The Mythical Man-Month: Essays on Software Engineering by Fred Brooks published
 1980s
 1984 The Goal by Eliyahu M. Goldratt published
 1986 Scrum was named as a project management style in the article The New New Product Development
Game by Takeuchi and Nonaka
 1987 First Project Management Body of Knowledge Guide published as a white paper by PMI
 1989 PRINCE method derived from PROMPTII is published by the UK Government agency CCTA and
becomes the UK standard for all government information projects
 1990s
 1996 PRINCE2 published by CCTA (now OGC) as a generic product management methodology for all UK
government projects.
 1997 Critical Chain by Eliyahu M. Goldratt published

6.  2001 AgileAlliance formed to promote
"lightweight" software development projects
 2006 Total Cost Management Framework
release by AACE

7.  The process of bringing a new product or
service to market. There are two parallel paths
involved in the NPD process: one involves
the idea generation, product design and detail
engineering; the other involves market
research and marketing analysis. Companies
typically see new product development as the
first stage in generating and commercializing
new products within the overall strategic
process of product life cycle management
used to maintain or grow their market share.

9.  Following steps could be sequential, parallel,
or even skipped, but mostly required:
 Idea Generation
 Idea Screening
 Concept Development and Testing
 Business Analysis
 Beta Testing and Market Testing
 Technical Implementation
 Commercialization
 New Product Pricing

10.  Idea Generation is often called the "fuzzy front
end" of the NPD process
 Ideas for new products can be obtained from basic
research using a SWOT analysis (Strengths, Weaknesses,
Opportunities & Threats), Market and consumer trends,
company's R&D department, competitors, focus groups,
employees, salespeople, corporate spies, trade shows, or
Ethnographic discovery methods (searching for user
patterns and habits) may also be used to get an insight
into new product lines or product features.
 Idea Generation or Brainstorming of new product,
service, or store concepts - idea generation techniques can
begin when you have done your OPPORTUNITY
ANALYSIS to support your ideas in the Idea Screening
Phase (shown in the next development step).

11.  Idea Screening
 The object is to eliminate unsound concepts prior to
devoting resources to them.
 The screeners should ask several questions:
o Will the customer in the target market benefit from the
product?
o What is the size and growth forecasts of the market segment/
target market?
o What is the current or expected competitive pressure for the
product idea?
o What are the industry sales and market trends the product
idea is based on?
o Is it technically feasible to manufacture the product?
o Will the product be profitable when manufactured and
delivered to the customer at the target price?

12.  Concept Development and Testing
 Develop the marketing and engineering details
o Investigate intellectual property issues and search
patent data bases
o Who is the target market and who is the decision maker
in the purchasing process?
o What product features must the product incorporate?
o What benefits will the product provide?
o How will consumers react to the product?
o How will the product be produced most cost
effectively?
o Prove feasibility through virtual computer aided
rendering, and rapid prototyping
o What will it cost to produce it?

13.  Business Analysis
 Estimate likely selling price based upon competition
and customer feedback
 Estimate sales volume based upon size of market
and such tools as the Fourt-Woodlock equation
 Estimate profitability and breakeven point

14.  Beta Testing and Market Testing
 Produce a physical prototype or mock-up
 Test the product (and its packaging) in typical usage
situations
 Conduct focus group customer interviews or
introduce at trade show
 Make adjustments where necessary
 Produce an initial run of the product and sell it in a
test market area to determine customer acceptance

15.  Technical Implementation
 New program initiation
 Finalize Quality management system
 Resource estimation
 Requirement publication
 Publish technical communications such as data sheets
 Engineering operations planning
 Department scheduling
 Supplier collaboration
 Logistics plan
 Resource plan publication
 Program review and monitoring
 Contingencies - what-if planning

16.  Commercialization (often considered post-
NPD)
 Launch the product
 Produce and place advertisements and other
promotions
 Fill the distribution pipeline with product
 Critical path analysis is most useful at this stage

17.  New Product Pricing
 Impact of new product on the entire product
portfolio
 Value Analysis (internal & external)
 Competition and alternative competitive
technologies
 Differing value segments (price, value, and need)
 Product Costs (fixed & variable)
 Forecast of unit volumes, revenue, and profit

23.  Stage 1 Pure function is all that
matters: If the one thing it does is the
only option available, people will be
happy with it.
 Stage 2 Feature Wars: The number of
features matters because frequently
the buyer doesn't understand what
each feature actually means. Later in
this phase, specific features do make a
difference as people are looking for
certain features to make their
purchase decisions.
 Stage 3 Experience Wars: The
experience and total cost of
ownership matters most. Products
with fewer -but better- features will
trump the more feature-laden
winners of Stage II.
 Stage 4 Commodities: The actual
item becomes absorbed into a larger
product mix. Individual features of
the technology no longer matter, but
become a price/performance issue for
the integrator.

24.  Could be thought of as a series of ‘phases’ or
‘stages’ (PMBoK, 4/e):
 Project Phases are divisions within a project where
extra control is needed to effectively manage the
completion of a major deliverable.
 Project phases are typically completed sequentially
but can overlap in some project situations.
 The phase structure allows a project to be segmented
into logical subsets for ease of management,
planning and control.
 The number of phases, the need for phases, and the
degree of control applied depend on the size,
complexity and potential impact of the project.

28.  Waterfall
 V-model
 W-model
 Spiral
 RUP
 Scrum
 XP
 Kanban
 Scrumban
 …thankfully, the evolution continues 
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29.  A serial lifecycle is one in which all the phases occur in order.
 One phase has to finish before the next one starts. Many waterfall projects don’t require
that each phase finish before next one starts, but do require that if you’re in phase n, you
have to complete phase n-2.
 An iterative lifecycle is one where you prototype pieces of the product.
 You might prototype pieces of the architecture or pieces of features. You might even plan to
throw those pieces of the product away. In my experience, the more the project team counts
on throwing away pieces of code, the more likely you are to keep them around! Either way,
the key is that you try something to learn about how this code might work in the product.
 An incremental lifecycle is where you build chunks of the product,
most often feature-by-feature.
 The iterative/incremental lifecycles use timeboxes, also known as
iterations, to finish chunks of work.
 The iterative part of this lifecycle is the revisiting of the product pieces. The incremental
part is the finishing of the pieces you commit to finishing in this timebox. If you’re building
a banking application, you might finish, as in test and demo to the customer, a piece of
functionality such as “withdraw fast cash money.” You might still have other withdrawal
stories or requirements to finish in a future iteration. But “withdraw fast cash money” is
done inside one timebox and you can show people it works.

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