2. Table of Content
Project Management
Project Manager Role
Process Group
Project Documents
Project Type
Organization Type
Change Request
Kick-Off Meeting
Project Plan
Project Clouser
3. Project Management
Project is a temporary Endeavor
Project has a definite Start and End date
Project has deliverable
Product is the outcome of project
Product is an ongoing thing
Project management is the managing of project
Program management is managing multiple similar projects
Portfolio management is managing multiple different kinds of projects
6. Project Documents
Project Charter
Project Scope Statement
Requirement Traceability Matrix
Project Schedule
Cost Management Plan
Quality Management Plan
Resource Management Plan
Risk Management Plan
Risk Register
Stakeholder Management Plan
Stakeholder Analysis
Baseline Documents
Approved version of Project Scope Statement
Approved version of Project Schedule
Approved version of Cost
7. Project Charter
High Level Details
Business Need/Business Case
Project Description
Project Scope
Key Deliverables
Project Objectives
Stakeholders
Budget
Schedule
Milestones
Constraints
Risks
Project Manager
8. Project Type
Predictive
The three major constraints of the project, the scope, schedule and cost, are
determined in detail at the beginning.
Iterative/Phases
The project is split up into phases or iteration which can be either sequential or
overlapping. The scope is not determined ahead of time at a detailed level, but
only for the first iteration or phase of the project.
Adaptive ( Agile)
The detailed scope is only determined ahead of time for the current iteration.
During the iteration, the scope is decomposed into a set of requirements
(deliverables) and the work to be done to meet those requirements (often called
the product backlog) is prioritized. At the end of the iteration, the work on the
product is reviewed by the customer, and the feedback from the customer is used
to set the detailed scope of the next iteration.
9. Organization Type
Functional
All authority belongs to the functional manager in a functional organization.
Projectized
All authority belongs to the Projectmanager in a projectized organization.
Matrix
The authority of a functional manager moves vertically downwards, and the
authority of the project manager moves sideways.
Strong Matrix
The project manager has more power than the functional manager.
Weak Matrix
The functional manager has more power than the project manager.
Balanced Matrix
The project manager and the functional manager has equal powers.
10. Kick off Meeting
Project management plan reviewed by Stakeholders
Held before executing project work
Held with stakeholder
Ensure everybody on same page
Major topic like Schedule & Risk cover in this meeting
11. Change Request
• Corrective
• Preventive
• Defect
Change Request type
• PM Discover CR
• Forward CR to Change Control Board
• If approve
• Plan CR
• Update Baseline documents
• Implement the CR
Change Request Steps
12. Scope Management
What Include in Scope , What Not include in Scope
Steps
Requirement Collection
Priority
Define In scope/ Out scope
Approval
WBS
Tools/Techniques
Brainstorming
User Story
Prototype
15. Schedule Management Output
Project Schedule
Start & Finish date of each activity
Activity dependency with each other
Eg: Activity Sequence Spreadsheet
Eg: Microsoft Project Plan (MPP)
16. Cost Management
How much for What
Steps
Define Resource Cost
Define Quality Cost
Define Risk Cost
Define Salary Cost
Define Rent Cost
Estimate Techniques
PERT
Analogous Technique
Parametric Technique
Top-Down
Bottom-Up
Cost Variance
Earned Value – Actual Value
CV= EV- AC
In Ideal scenario AC should be less or equal to EC
17. Cost Management Output
Cost Management Plan
Threshold
Funding Decision
Money Rules
Level of Precision
Reducing Cost Techniques
Eliminate Nonessentials
Less Expensive Resource
Cut The Scope
Control Cost Techniques
Measuring Variances
Measuring Changes
18. Quality Management
What level
Steps
Standard (Acceptance Level)
Assurance (Inspect work Done)
Control (Measurement)
Tools
Benchmarking
Checklist
Flow Chart
RCA
Techniques
Audit
Acceptance Test
Inspection
Walk-through
20. Resource Management
Who will do & what will do
Steps
Estimate Resource
Acquire Resource
Develop Team
Manage Team
Conflict Management
Steps
Rank the requirement
Prioritize as per Project Objective
Techniques
Collaboration
Reconciliation
Postpone
Agreement
Force
22. Risk Management
What is Probability & What is impact
Steps
Plan Risk
Identify Risk ( Probability & Impact)
Response Risk (Mitigate Plan)
Risk Score (Probalibity * Impact )
Monitor Risk
Approach
Tolerance
Threshold
Risk Response Strategy
Accept the Consequences ( Low Probability & Low Impact)
Mitigate Risk ( Reducing Impact)
Transfer Risk ( Handing Risk to someone else )
23. Risk Management Output
Risk Management Plan
Method
Role & Responsibility
Budget
Define Probability
Define Impact
Tracking
24. Stakeholder Management
What is expectation & How can contribute
Stakeholders
Customer
Project Sponsor
Department
Team members
Steps
Analyze stakeholder Impact
Analyze stakeholder Authority
Analyze stakeholder Involvement
Make Group of stakeholder on basis of
Requirement
Authority
Level
25. Stakeholder Engagement & Analysis
Stakeholder Engagement
Build Relationship
Identify preferred communication Time, Medium & Frequency
Feedback survey
Stakeholder Analysis
Name
Department
Position
Requirement/Interests
Influence
Contribution
Resistance
26. Communication Management
Who, What, When & How
Right People
Right Information
Right time
Right Way
Who What When How
Sponsor Project Objective Weekly WSR
Team Assignment Weekly Meetings
Management Project Objective Initiation, Mid,
Closure
Documents