This presentation: 1. Introduces the concept and need of software project management. 2. Discusses the crucial role of project manager in the success and failure of a project. 3. Lays down the foundation for further training in project management area.

1. Project Management — Foundation
Project Management
An Interactive Session
Facilitated by:
Shabbeer Zafar

2. You don’t have to see the whole
staircase, just take the first step.
-Martin Luther King Jr.01

3. How the Customer
explained it
How the PM
understood it
How the Analyst
designed it
How the Developer
wrote it
How the Sales
explained it
How the project was
documented
What Operations
installed
How the Customer
was billed
How it was
supported
What the Customer
really needed
Assumption is the mother of all screw-ups.
-Wethern’s Law of Suspended Judgement

4. 4 44
• Only 64% of projects meet their goals
• High-performing organizations
complete 89% of projects
• Low performing organization complete
only 36%
• Low performing organizations waste
nearly 12 times more resources than
high-performing organizations
Stats: Project Surveys

5. 5 44
• 1 in 6 (17%) IT projects have an average cost
overrun of 200% and a schedule overrun
of 70% (both inclusive)
• 17% of large IT projects go so badly that they
threaten the existence of the company
• Across all software projects (2014-15):
– Average cost overrun – 59%
– Average time overrun – 74%
Stats: Project Surveys

6. 6 44
Reasons of Failure % Reasons of Failure %
Changing priorities within
organization
40% Inaccurate task time estimate 27%
Inaccurate requirements 38% Resource dependency 25%
Change in project objectives 35% Poor change management 25%
Undefined risks/opportunities 30% Inadequate resource
forecasting
23%
Poor communication 30% Inexperienced project
manager
20%
Undefined project goals 30% Limited resources 20%
Inadequate sponsor support 29% Procrastination within team 13%
Inaccurate cost estimates 29% Task dependency 11%
Meta Source: https://www.wrike.com/blog/complete-collection-project-management-statistics-2015
Stats: Causes of Project Failure

7. No matter how good the team or how
efficient the methodology, if we’re not
solving the right problem, the project
fails.
-Woody Williams
02

8. 8 44
• To introduce the concept and need of
software project management
• To discuss the crucial role of project manager
in the success and failure of a project
• Laying down the foundation for further
trainings in project management area
Session Objectives

9. 9 44
• What is Project?
• What is Project Management?
• Objectives of Project
Management
• Introducing PMBOK
• Project Management Process
• Project Management Framework
• Project Process Interactions
• Why do we need a Project
Manager?
• Project Management Activities
Agenda
• Project Manager’s Skill Set
• Components of a Successful
Project Management System
• Measuring Success of a Project
• 7 Habits of Highly Effective
Project Manager
• Journey ahead…

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Origin: projectum (Latin verb proicere)
– pro: before
– icere: to do
– proicere = before an action
What is Project?

11. 11 44
Project is a temporary endeavour undertaken to create
a unique product, service or result.
What is Project?
• Temporary – definite beginning and end
• Unique – different in some distinguishing characteristic
• Progressively elaborated

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• Developing a new product or service
• Effecting a change in structure, staffing, or style of an
organization
• Designing a new transportation vehicle
• Constructing a building or facility
• Running an election campaign
• Implementing a new business procedure or process
Examples of Project

13. 13 44
Projects Operations
• Temporary • On-going
• Unique • Repetitive
• Closes after attaining the
objectives
• Objective is to sustain the
business
• Prototyping a new car model • Assembly line production
Projects Vs. Operations

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• Programs
– Collection of strategically related projects
– Collective benefits are realized
– Projects share resources and depends on the outcomes of other projects
– Governed by a common mission statement
• Portfolios
– Collection of programs and projects
– Projects/programs meet specific goals or objectives
– Ensures efficient use of resources
– Governed by a vision statement
• PMO (Project Management Office)
– Centralized units to oversee projects and programs within the organization
– Establishes and maintains the standards of project management methodologies
– Supports managers in planning, estimating, risk management and trainings
– Custodian of Organization Process Assets (OPA)
Project, Program & Portfolio

15. Operations keeps the lights on. Strategy
provides a light at the end of the tunnel. But,
Project management is the train engine
that moves the organization forward.
-Joy Gumz
03

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1. Project activities
2. Knowledge and skills
3. Tools and techniques
4. Project activities
5. Stakeholder needs and expectations (client relation challenges)
– Meet or Exceed
Project Management?
Project management is the application of knowledge, skills, tools,
and techniques to project activities in order to meet or exceed
stakeholder needs and expectations from a project.

17. 17 44
• Scope
• Cost
• Time
• Quality
Viability
Performance
Effort
Competitiveness
Project
management
process
and controls
Project
Management
Process
and Controls
Scope
Cost
Quality
Time
The Core Elements

18. 18 44
Objectives: Project Management
S
• Specific: What, who, when? Details of what needs to be done.
M
• Measureable: How much, how many? Defined milestones. Matrices.
A
• Achievable: Agreed and accepted by all stakeholders. Results matter.
R
• Realistic: Challenging yet possible to attain with the given resources.
T
• Time bound: By when? Timeline clearly defined.

19. 19 44
PMBOK
PMBOK – Project Management Body of Knowledge
• General Management:
– Planning, Organising, Staffing
– Executing, Operations
• Application Area:
– Estimation
– Fin. forecasting
– Budgeting
– Org. behaviour
• Interpersonal Skills:
– Communication
– Team building, Delegation
– Decision making, Collaboration
– Leadership, Mentoring
• Project Environment:
– Org. Culture/Structure
– Social, Technological
Interpersonal
Skills
General Management
Knowledge and Practices
Application Area
Knowledge & Skills
Understanding the
Project Environment
PMBOK
Generally Accepted
Project Management
Knowledge and Practices

20. If you can’t describe what you are doing as
a process, you don’t know what you’re
doing.
-W. Edwards Deming04

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Project Management Process
• Initiate
• Plan
• Execute
• Monitor & Control
• Close
• Process:
– Linear?
– Iterative?
– Cyclic?
Initiate Plan
Monitor &
Control
Execute
Close

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• Initiating – Authorizes the project
• Planning – Plan the course of action to achieve the
objectives
• Executing – Uses the resources to carry out project
tasks
• Monitoring and Controlling – Measures progress to
identify variances. Take preventive and corrective
actions
• Closing – Ensures structured project closure
Project Management Process

23. 23 44
• Work Performance Data
– The raw observations and measurements:
• Start and finish dates of scheduled tasks/activities
• Number of change requests
• Number of defects
• Actual cost
• Actual duration
• Work Performance Information
– The performance data collected from various controlling processes:
• Status of deliverables
• Implementation status of change requests
• ETC forecast
• Work Performance Reports
– The physical or electronic representation, compiled in project reports/documents:
• PSR
• Dashboards
• Memos
• Justifications
• Information notes
Project Information Flow

24. 24 44
Project Management Framework
KnowledgeAreas
ProcessGroups
47
P
R
O
C
E
S
E
S
S
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
HR Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management
Initiating
Planning
Executing
Monitoring &
Controlling
Closing

25. 25 33

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Inputs
•Scope Management Plan
•Requirements Management
Plan
•Stakeholder Management
Plan
•Project Charter
•Stakeholder Register
Tools &
Techniques
•Interviews
•Focus Groups
•Facilitated Workshops
•Group Creativity Techniques
•Group Decision Making
Techniques
•Questionnaires and Surveys
•Observations
•Prototypes
•Benchmarking
•Context Diagram
•Document Analysis
Output
•Requirements
Documentation
•Requirements Traceability
Matrix
Process: An Example
Process: Collect Requirements

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Process Interactions
Process Groups
Initiating
Planning
Executing
Monitoring&
Controlling
Closing
KnowledgeAreas
Integration
Scope
Time
Cost
Quality
Human Resources
Communication
Risk
Procurement
Stakeholder

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Process Overlap
Level of
Process
Interaction
Start FinishTime
Initiating Planning Executing Monitoring & Controlling Closing
Initiating Planning Executing Monitoring & Controlling Closing
Processes 4% 51% 17% 23% 4%
Time span Short End-to-End Long End-to-End Short

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Project Activities
Deciding – Planning & Defining Doing – Implementing & Controlling
Initiate Work
Monitor & Track Progress
Compare Actual vs. Planned
Analyze Impact of Changes
Adjust Plan as Needed
Complete the Project
Assess Outcomes
Project Goals and Objectives
Work Requirements
Quantity of Work
Quality of Work
Required Resources
Team Structure
Scheduling and Task Sequencing
Budgeting
Deciding & Doing

31. Project managers function as bandleaders
who pull together their players each a
specialist with individual score and internal
rhythm. Under the leader’s direction, they all
respond to the same beat.
-L.R. Sayles
05

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• To focus on the responsibility, authority, and
scheduling of the project in order to meet the
defined goals.
– Defining clear work descriptions
– Assigning individual/team responsibilities
– Decision making
– Minimize surprises and conflicts
– Reducing the need for continuous reporting
– Measuring progress against the plan
Do We Really Need a PM?

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• Knowledge
– What s/he knows about project management
• Performance
– What the PM is able to do or accomplish while applying project
management knowledge
• Personal
– Attitude
– Core personality characteristics
– Leadership
• The ability to guide the project team while achieving objectives
and balancing the project constraints
Project Manager’s Skill Set

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Management Skills Interpersonal Skills
• Presentation • Negotiation
• Team building • Motivation
• Business Writing • Verbal Communication
• Public Speaking • Convincing and Influencing
• Decision Making • Political and Cultural Awareness
Project Manager’s Skill Set

35. Project Managers are the most creative
persons in the world; they have to figure out
everything that could go wrong, before it does.
-Fredrik Haren06

36. 36 44
Balancing Act
Risks
The Project
Client
Expectations
Business
Objectives
Risks
Client Expectations
Low High
Business
Objectives
Low OK
Customer wants more than the
organization intends to provide
High
Business needs more from the
project than the customer
OK

37. 37 44
Project Management Equation
Project
Management
Expectations
Management
Risk
Management

38. All things are created twice; first mentally; then
physically. The key to creativity is to begin
with the end in mind, with a vision and a
blueprint of the desired result.
-Stephen Covey
07

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1. Be Proactive
2. Begin with the “End in Mind”
3. Put First Things First
4. Think Win/Win
5. Seek First to Understand, Then to be Understood
6. Synergize
7. Sharpen the Saw
7 Habits of Highly Effective PM

40. 40 44
• Human Factors
• Methods
• Culture
• Organization
• Planning
• Information
• Control
Components of a Successful Project
Management System
• Leadership
• Negotiation
• Team building
• Motivation
• Communication
• Decision making

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• Stakeholder satisfaction
• Meeting business case objectives
• End-user adoption
• Quality of delivery
• Meeting governance criteria
• Benefits realization (ROI)
Measuring Project Success

42. 42 44
• A project is a problem scheduled for solution
• If the problem is not defined correctly, you may find
the right solution to the wrong problem
• Focus on desired outcomes
• Regularly measure the progress to know when you
achieve them
• The people who must execute the plan should
participate in preparing it
• If you have no plan, you have no control
The Bottom Line

43. A project is complete when it starts working for
you, rather than you working for it.
-Scott Allen08

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• Session to cover each Knowledge Area (2-3 hrs./session)
• Practice Workshops:
– Creating WBS
– Estimation Techniques
– Planning and Scheduling
– Earn Value Analysis
– Requirements Writing
• Suggestions welcome!
• Volunteers?
Journey Ahead…

45. The art of asking good questions is often the most
important element of managerial tasks.
-Parte Bose
THANK YOU!