Amit Payal

1. PROJECT M A NAGEMENT
Concepts and Cases
Jeremy Jay V. Lim
Certified Six Sigma Black Belt
Certified Project Management Professional (PMP)
BPM Practitioner

2. What is a Project?
What is Project Life Cycle?
What are Project
Management Processes?
Project Management Pillars

3. WHAT I S A P R OJ E C T ?

4. A Project is...

5. We do projects because..
Projects make it "possible"
BUT Operational processes give us the results and
benefits of the projects on an ongoing basis.

6. A Project is a means to create ...

7. A Project is...

8. A Project is...

9. A Project is...
A Project is A TEMPORARY ENDEAVOR
undertaken to create
A UNIQUE PRODUCT, SERVICE or RESULT!

10. A Project is of ...

11. Keep in mind...

12. Keep in mind...

13. Keep in mind...
There's always a challenge in a project It's
called the "Project Constraints"
Pushing too much in one direction causes
problems on the other.

14. That's why Project Management is
so important..

15. And the role and responsibilities of
a project manager are ..

16. And the cross-cutting skills
and traits of an effective
project manager are ..

17. And the cross-cutting skills
and traits of an effective
project manager are ..

18. How many
projects can a
project
manager
handle at one
time?
Now, Your
Idea

19. WHAT IS A PROJECT
LIFE CYCLE?

20. Project Life Cycle

21. Project Life Cycle
Initiating Process Group.
Those processes performed to define a new project or a new phase of an
existing project by obtaining to start the project or phase.

22. Project Life Cycle
Planning Process Group.
Those processes required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives
that the project was undertaken to achieve.

23. Project Life Cycle
Executing Process Group.
Those processes performed to complete the work defined in the project
management plan to satisfy the project specifications.

24. Project Life Cycle
Monitoring & Controlling Process Group.
Those processes required to track, review, and regulate the progress
and performance of the project; identify any ares in which changes to
the plan are required; and initiate the corresponding changes.

25. Project Life Cycle
Closing Process Group.
Those processes performed to finalize all activities across all Process Groups
to formally close the project or phase.

27. Effort Spent in the Process Groups

28. How do you
save a
problematic or
troubled project
that no one
wants to take?
Now, Your Idea

29. WHAT ARE THE PROJECT
MANAGEMENT
PROCESSES?

30. PROJECT MANAGEMENT CORE PROCESSES
Or Knowledge Areas
Qualit
y
Cos
t
Human
Resource
s
Communicatio
n
Project
Risk
Procureme
nt
Integratio
n Scop
e
Schedul
e

32. Stakeholder
Management
Making sure that
people concerned
with the project are
continuously
engaged and their
expectations met.

33. 6
6
7
4
3
4
3
6
4
47PM
Processes

34. Initiating Planning Executing
Monitoring &
Controlling
Closing
Project Integration
Project Scope
Scheduling
Project Cost
Quality
Human Resource
Communications
Project Risk
Procurement
Stakeholder Mgt

35. Project Integration: "Getting thejobdone"
1.Getting the project charter approved to be authorized to control the budget and assign resources
2.Planning all of the work that's going to happen throughout the project
3.Directing the work once it gets started
4.Monitoring the way the work progresses and looking for potential problems
5.Looking out for changes, understanding their impacts, and making sure they don't derail the project
6.Closing out the project and making sure that there are no loose ends when it's over

36. Project Integration: "Getting thejobdone"

37. Steps when making a Project Charter
States the need,
expected project
benefit and the
compelling reason to
do the project

38. Steps after making a Project Charter
Identify
Stakeholders is part
of Stakeholders
Management

39. Project Scope: "Doing theright stuff"

40. Steps when defining Project Scope

41. When Project Scope is poorly defined

42. Project Schedule: "Getting it doneontime"

43. Project Schedule: "Getting it doneontime"

44. Steps when defining Project Schedule

45. Steps when defining Project Schedule

46. Different techniques of Determining Activity Duration

47. Computing Activity Duration with 3-Point Estimate

48. Let's try identifying the technique used

49. Project Cost: "WatchingtheBottomLine"

50. Inputs Needed when Creating the Project Budget

51. Accuracy of Budget Forecast throughout the Life Cycle
Variance
100% - (-50%) = 150%
50% - (-30%) = 80%
-20% - (+30%) = 50%
20% - (-15%) = 80%
15% - (-10%) = 25*%

52. Steps when Creating Project Budget

53. Steps when Computing Project Costs

54. Behavior of Project Cost

55. Behavior of Project Cost (2)

56. Behavior of Project Cost (3)

57. Let's Compute Project Cost Performance

58. How to Interpret Project Cost Performance

59. Project Quality: "Getting it Right"

60. Steps when defining Project Quality

61. Human Resources: "Getting theteamtogether"

62. Steps when Forming the Project Team

63. Tips when Forming the Project Team

64. Tips when Assigning Roles and Responsibilities

65. Steps when Forming the Project Team

66. Project Comm'ns: "Getting thewordsout"

67. 90% of the Project Manager's job
is Communications

69. Communication Techniques

70. Ways of Communicating Out the Project Status

71. More People, More Connections

72. Let's try ...

73. Project Risk: "Planning for theUnknown"

74. Steps when Managing Project Risks

84. Let's
Try...

85. Let's
Try...

86. Project Procurement: "Getting someHelp"

88. And remember,
in each failed contracted service there
is a frustrated project manager

89. Procurement is an Intuitive Process
Plan what to contract
Plan how to contract
Contact Sellers re.
Requirements
Sellers bid for a contract
Select best Seller
Sign contract with Seller
Monitor adherence to agreed contract
Close out Contract

90. Let's
Try...

91. Let's
Try...

92. Steps when Managing Project Procurements

93. Steps when Managing Project Procurements

94. Stakeholders Mgt: "ManagingExpectations"

97. Knowing the PM
processes now,
is there
anything you
would have
done
differently?
Why?
Now, Your
Idea

98. How do you work
with people not
familiar with
Project
Management
practices?
Now, Your
Idea

99. Updates on PMBOK from 4th Ed to 5th Ed

100. References
2013