SlideShare ist ein Scribd-Unternehmen logo
1 von 68
Project Management 
The ―Art‖ Of
Agenda 
What is a project? 
What is Project Management? 
Project Management framework 
Project Management Area of Knowledge 
Why Project Management? 
Benefits of Project Management in your life
WHAT IS A PROJECT ?
What is a Project? 
A temporary endeavor Temporary undertaken to create a unique product, service or result
What is a Project? 
A temporary endeavor Temporary undertaken to create a unique product, service or result
What is a Project? 
1.Definite beginning and a definite end (Does not mean short duration) 
2.Produce a product or artifact, quantifiable, an end item or a component item 
3.A result, such as research results or documents 
4.An improvement in an existing product or service
What is a Project? 
Examples of projects include, but are not limited to: 
Developing a new product, service, or result; 
Effecting a change in the structure, processes, staffing, or style of an organization; 
Developing or acquiring a new or modified information system (hardware or software); 
Conducting a research effort whose outcome will be aptly recorded; 
Constructing a building, industrial plant, or infrastructure; or 
Implementing, improving, or enhancing existing business processes and procedures.
Quiz: 1 
What is your first project ever?
Project vs. Operation 
Operations are an organizational function performing an ongoing execution of activities. 
Examples: Production, manufacturing, and accounting operations. 
Projects help achieve the organizational goals when they are aligned with the organization’s strategy. 
Projects require project management while operations require business process management (BPM) or operations management.
Project or Operation?
Project or Operation? 
Wedding ?
Project or Operation? 
Marriage ?
WHAT IS PROJECT MANAGEMENT?
What is Project Management? 
is the application of knowledge, skills and techniques to execute projects effectively and efficiently. 
It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. 
It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century 
Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups: 
Initiation 
Planning 
Execution 
Monitoring and Controlling 
Closure
The Role of Project Manager 
Effective project management requires that the project manager possess the following competencies: 
Knowledge: 
Refers to what the project manager knows about project management. 
Performance: 
Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. 
Personal: 
Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.
The Role of Project Manager 
The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals. 
Project managers need interpersonal skills such as: 
•Leadership 
•Team Building 
•Motivation 
•Communication 
•Influencing 
•Decision making 
•Political and culture awareness 
•Negotiation 
•Trust Building 
•Conflict Management 
•Coaching
Project Management Institute PMI 
Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. 
600,000 members representing 184 countries 
Establishes project management standards, provide seminars, educational programs and professional certification. 
http://www.pmi.org
PROJECT MANAGEMENT FRAMEWORK
Project Life Cycle 
Initiating 
Planning 
Executing 
Closing
Project Life Cycle 
Initiating 
Planning 
Executing 
Closing 
Monitoring & Controlling
Project Management Process Groups 
Initiating Process Group 
 Planning Process Group 
Executing Process Group 
Monitoring and Controlling Process Group 
Closing Process Group
1.Project Scope Management 
2.Project time Management 
3.Project cost Management 
4.Project Quality Management 
5.Project Communication management 
6.Project Human resource Management 
7.Project risk Management 
8.Project Procurement Management 
9.Project Integration Management 
Area of Knowledge
1.Project Scope Management 
2.Project time Management 
3.Project cost Management 
4.Project Quality Management 
5.Project Communication management 
6.Project Human resource Management 
7.Project risk Management 
8.Project Procurement Management 
9.Project Integration Management 
Area of Knowledge
Project Management Process Group and Knowledge Area Mapping 
KA/PG 
Initiating Process Group 
Planning Process Group 
Executing Process Group 
Monitoring and Controlling Process Group 
Closing Process Group 
4. Project Integration Management 
4.1 Develop Project Charter 
4.2 Develop Project Management Plan 
4.3 Direct and Manage Project Work 
4.4 Monitor and Control Project Work 
4.6 Close Project or Phase 
4.5 Perform Integrated Change Control 
5. Project Scope Management 
5.1 Plan Scope Management 
5.5 Validate Scope 
5.2 Collect Requirements 
5.6 Control Scope 
5.3 Define Scope 
5.4 Create WBS 
6. Project Time Management 
6.1 Plan Schedule Management 
6.7 Control Schedule 
6.2 Define Activities 
6.3 Sequence Activities 
6.4 Estimate Activity Resources 
6.5 Estimate Activity Durations 
6.6 Develop Schedule 
7. Project Cost Management 
7.1 Plan Cost Management 
7.4 Control Costs 
7.2 Estimate Costs 
7.3 Determine Budget 
8. Project Quality Management 
8.1 Plan Quality Management 
8.2 Perform Quality Assurance 
8.3 Control Quality 
9. Project Human Resource Management 
9.1 Plan Human Resource Management 
9.2 Acquire Project Team 
9.3 Develop Project Team 
9.4 Manage Project Team 
10. Project Communications Management 
10.1 Plan Communications Management 
10.2 Manage Communications 
10.3 Control Communications 
11. Project Risk Management 
11.1 Plan Risk Management 
11.6 Control Risks 
11.2 Identify Risks 
11.3 Perform Qualitative Risk Analysis 
11.4 Perform Quantitative Risk Analysis 
11.5 Plan Risk Responses 
12. Project Procurement Management 
12.1 Plan Procurement Management 
12.2 Conduct Procurements 
12.3 Control Procurements 
12.4 Close Procurements 
13. Project Stakeholder Management 
13.1 Identify Stakeholders 
13.2 Plan Stakeholder Management 
13.3 Manage Stakeholder Engagement 
13.4 Control Stakeholder Engagement
From PMBOK 5th Edition
Process Interaction 
Inputs 
•Documents or documentable items that will be acted upon 
Tools & Techniques 
•Mechanisms applied to the inputs to create outputs 
Outputs 
•Documents or documentable items that are a result of the process
Project Management Area of Knowledge
Scope refers to all the work involved in creating the deliverables of the project and the processes used to create them. 
Performing extra work to what was originally agreed to. 
Project should give exactly what the customer asked for, nothing more and nothing less. 
Giving any extras is a waste of time and gain no benefit to the project! 
As a rule, it is totally refused by PMI and other Project Management standards 
Project Scope Management
Project Scope Management Overview 
6. Control Scope 
5. Verify Scope 
4. Create WBS 
3. Define Scope 
2. Collect Requirements 
1. Plan Scope Management
Alternatives generation 
Benchmarking 
Context diagrams 
Decomposition 
Document analysis 
Expert Judgment 
Facilitated workshops 
Focus groups 
Group creativity techniques 
Group decision- making techniques 
Inspection 
Interviews 
Meetings 
Observations 
Product analysis 
Prototypes 
Questionnaires and surveys 
Variance analysis 
Project Scope Management T&T
Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas. 
The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner. 
Project Time Management
Project Time Management Overview 
7. Control Schedule 
6. Develop Schedule 
5. Estimate Activity Durations 
4. Estimate Activity Resources 
3. Sequence Activities 
2. Define Activities 
1. Plan Schedule Management
Alternatives Analysis 
Analogous Estimating 
Analytical techniques 
Bottom-up Estimating 
Decomposition 
Dependency Determination 
Expert Judgment 
Group decision- making techniques 
Leads and Lags 
Meetings 
Parametric Estimating 
Precedence Diagramming Method (PMD) 
Project Management Software 
Published Estimating Data 
Reserve Analysis 
Rolling Wave Planning 
Three-point Estimating 
Project Time Management T&T
Project Cost Management 
Purpose of every private organization is to maximize the profit and there are two ways to maximize the profit 
• To win the order at maximum highest price (That is not possible in this imperfect competition market) 
• To reduce the maximum manufacturing cost by setting different standards, and then management try to achieve these standard. 
Cost, Budget & Price
Project Cost Management Overview 
Control Costs 
Determine Budget 
Estimate Costs 
Plan Cost Management
Analogous Estimating 
Bottom-up Estimating 
Cost Aggregation 
Cost of Quality 
Earned Value Management 
Expert Judgment 
Forecasting 
Funding Limit Reconciliation 
Group decision- making techniques 
Historical Relationships 
Meetings 
Parametric Estimating 
Performance Reviews 
Project management software 
Reserve analysis 
Three-Point Estimating 
To-complete Performance Index (TCPI) 
Vendor Bid Analysis 
Project Cost Management T&T
Project Quality Management 
Quality management ensures that Project, product or service is consistent. 
It has four main components: quality planning, quality control, quality assurance and quality improvement. 
Quality management is focused not only on product and service quality, but also the means to achieve it. 
Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management Overview 
Control Quality 
Perform Quality Assurance 
Plan Quality Management
Additional Quality Planning Tools 
Approved change requests review 
Benchmarking 
Cost of Quality 
Cost-Benefit Analysis 
Design of Experiments 
Inspection 
Meetings 
Process analysis 
Quality audits 
Quality management and control tools 
Seven basic quality tools 
Statistical sampling 
Project Quality Management T&T
Project Communication Management 
Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. 
Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others 
Communication is the glue that connects the project stakeholders
Project Communication Management Overview 
Control Communications 
Manage Communications 
Plan Communications Management
Communication Methods 
Communication models 
Communication Requirement Analysis 
Communication Technology 
Expert Judgment 
Information management systems 
Meetings 
Performance reporting 
Project Communication Management T&T
Project Human Resource Management 
The most important resource to a project is its people—the project team. Projects require specific expertise at specific moments in the schedule, depending on the milestones being delivered, or the given phase of the project. 
An organization can host several strategic projects concurrently over the course of a budget year, which means that its employees can be working on more than one project at a time. 
Alternatively, an employee may be seconded away from his/her role within an organization to become part of a project team because s/he has a particular expertise. 
Moreover, projects often require talent and resources that can only be acquired via contract work and third party vendors. Procuring and coordinating these human resources, in tandem with managing the time aspect of the project, is critical to overall its overall success
Project Human Resource Management Overview 
Manage Project Team 
Develop Project Team 
Acquire Project Team 
Plan Human Resource Management
Acquisition 
Co-location 
Conflict Management 
Expert Judgment 
Ground Rules 
Interpersonal skills 
Meetings 
Multi-criteria decision analysis 
Negotiation 
Networking 
Observation and Conversation 
Organization Charts and Position Descriptions 
Organizational Theory 
Personnel assessment tools 
Pre-Assignment 
Project Performance Appraisals 
Recognition and Rewards 
Team-building Activities 
Training 
Virtual Teams 
Project Human Resource Management T&T
Project Risk Management 
Project Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities 
Uncertain event or condition that, if occurs, has an effect (impact) On one or more project objectives (Time, Cost, Quality, Scope) 
Impact could be +ve or –ve
Project Risk Management Overview 
Control Risks 
Plan Risk Responses 
Perform Quantitative Risk Analysis 
Perform Qualitative Risk Analysis 
Identify Risks 
Plan Risk Management
Analytical techniques 
Assumptions analysis 
Checklist analysis 
Contingent Response Strategies 
Data gathering and representation techniques 
Diagramming techniques 
Documentation reviews 
Expert Judgment 
Information gathering techniques 
Meetings 
Meetings 
Probability and impact matrix 
Quantitative risk analysis and modeling techniques 
Reserve Analysis 
Risk Audits 
Risk categorization 
Risk data quality assessment 
Risk probability and impact assessment 
Risk Reassessment 
Risk urgency assessment 
Strategies for Negative Risks or Threats 
Strategies for Positive Risks or Opportunities 
SWOT analysis 
Technical Performance Measurement 
Variance and Trend Analysis 
Project Risk Management T&T
Project Procurement Management 
Procurement refers to the aspects of project management related to obtaining goods and Service/Product from outside companies. 
It does not refer to other internal organizations within your own company. (For the purposes of this discussion, purchasing and procurement are equivalent terms.) 
While procurement is an area into which a project manager will give input, in many, and perhaps most companies, it's an area that the project manager doesn't own. 
The project manager usually does not have the authority to enter into contracts on behalf of the company, and he is usually not asked to administer the contracts once they're in place. But it's still an area you need to know about.
Project Procurement Management Overview 
Close Procurements 
Control Procurements 
Conduct Procurements 
Plan Procurement Management
Advertising 
Analytical techniques 
Bidder conference 
Claims Administration 
Contract Change Control System 
Expert Judgment 
Independent estimates 
Inspections and Audits 
Make-or-buy analysis 
Market research 
Meetings 
Payment Systems 
Performance Reporting 
Procurement Audits 
Procurement negotiations 
Procurement Performance Reviews 
Proposal evaluation techniques 
Records Management System 
Project Procurement Management T&T
Project Integration Management 
Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated. 
It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.
Project Integration Management Overview 
Close Project or Phase 
Perform Integrated Change Control 
Monitor and Control Project Work 
Direct and Manage Project Work 
Develop Project Management Plan 
Develop Project Charter
Analytical techniques 
Change control tools 
Expert Judgment 
Facilitation techniques 
Meetings 
Project management information system 
Project Integration T&T
WHY PROJECT MANAGEMENT?
Why Project Management? 
Planning With Accuracy and Practicality 
Budgeting To The Best Of Your Ability 
Effectively Negotiating With Others 
Leading A Team Efficiently 
Managing Contracts Effectively 
Managing Risks Properly 
Effective Reporting 
Using Motivational Techniques
BENEFITS OF PROJECT MANAGEMENT IN YOUR LIFE
Benefits of Project Management in your life 
Develop your career
Benefits of Project Management in your life 
Develop your-self
Benefits of Project Management in your life 
Managing your daily projects
Benefits of Project Management in your life 
It’s a lifestyle ! 
Increased Productivity 
Less Stress 
Overall Satisfaction 
Friendship
Benefits of Project Management in your life 
Special Skills 
Leadership 
Negotiation 
Maturity 
Organized
Benefits of Project Management in your life 
Be the CEO of your Own Life
The Art Of Project Management
The Art Of Project Management
The Art Of Project Management

Weitere ähnliche Inhalte

Was ist angesagt?

Project Management Fundamentals
Project Management FundamentalsProject Management Fundamentals
Project Management FundamentalsOxfordCambridge
 
Project Management Concepts (from PMBOK 5th Ed)
Project Management Concepts (from PMBOK 5th Ed)Project Management Concepts (from PMBOK 5th Ed)
Project Management Concepts (from PMBOK 5th Ed)Jeremy Jay Lim
 
Project Scope Management - PMBOK 5th Edition
Project Scope Management - PMBOK 5th EditionProject Scope Management - PMBOK 5th Edition
Project Scope Management - PMBOK 5th Editionpankajsh10
 
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...
PMP Chapter 2 of 6  Initiating Process Group (2- Processes) (Based on PMBOK 6...PMP Chapter 2 of 6  Initiating Process Group (2- Processes) (Based on PMBOK 6...
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...Shamil Habet
 
PMO View Interactive Dashboard
PMO View Interactive DashboardPMO View Interactive Dashboard
PMO View Interactive DashboardMatt Angerer
 
Pmi - Project Management Professional (Pmp) Certification Study Guide
Pmi - Project Management Professional (Pmp)   Certification Study GuidePmi - Project Management Professional (Pmp)   Certification Study Guide
Pmi - Project Management Professional (Pmp) Certification Study Guiderobsonnasc
 
Project Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management ConceptsProject Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
 
Project Management - PMI Approach
Project Management - PMI ApproachProject Management - PMI Approach
Project Management - PMI ApproachZaur Ahmadov, PMP
 
PMP Lecture 1: Introduction to Project Management
PMP Lecture 1: Introduction to Project ManagementPMP Lecture 1: Introduction to Project Management
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practicesAllyson Chiarini
 
Inter national standards for project management - fitsilis
Inter national standards for project management - fitsilisInter national standards for project management - fitsilis
Inter national standards for project management - fitsilisPanos Fitsilis
 
Introduce Project Management
Introduce Project ManagementIntroduce Project Management
Introduce Project Managementguest90bddb
 
Project Management
Project ManagementProject Management
Project ManagementMark Roman
 
Introduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardIntroduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardJavid Hamdard
 
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgais
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisKlasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgais
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisWhiteflo
 
Project Management 101 Primer
Project Management 101   PrimerProject Management 101   Primer
Project Management 101 PrimerGary Drumm
 

Was ist angesagt? (20)

Project Management Fundamentals
Project Management FundamentalsProject Management Fundamentals
Project Management Fundamentals
 
Project Management Concepts (from PMBOK 5th Ed)
Project Management Concepts (from PMBOK 5th Ed)Project Management Concepts (from PMBOK 5th Ed)
Project Management Concepts (from PMBOK 5th Ed)
 
Project Scope Management - PMBOK 5th Edition
Project Scope Management - PMBOK 5th EditionProject Scope Management - PMBOK 5th Edition
Project Scope Management - PMBOK 5th Edition
 
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...
PMP Chapter 2 of 6  Initiating Process Group (2- Processes) (Based on PMBOK 6...PMP Chapter 2 of 6  Initiating Process Group (2- Processes) (Based on PMBOK 6...
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...
 
Project Management
Project Management Project Management
Project Management
 
PMO View Interactive Dashboard
PMO View Interactive DashboardPMO View Interactive Dashboard
PMO View Interactive Dashboard
 
PMO Presentation
PMO PresentationPMO Presentation
PMO Presentation
 
Pmi - Project Management Professional (Pmp) Certification Study Guide
Pmi - Project Management Professional (Pmp)   Certification Study GuidePmi - Project Management Professional (Pmp)   Certification Study Guide
Pmi - Project Management Professional (Pmp) Certification Study Guide
 
Project Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management ConceptsProject Management Foundations Course 101 - Project Management Concepts
Project Management Foundations Course 101 - Project Management Concepts
 
Project Management - PMI Approach
Project Management - PMI ApproachProject Management - PMI Approach
Project Management - PMI Approach
 
PMP Lecture 1: Introduction to Project Management
PMP Lecture 1: Introduction to Project ManagementPMP Lecture 1: Introduction to Project Management
PMP Lecture 1: Introduction to Project Management
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practices
 
Inter national standards for project management - fitsilis
Inter national standards for project management - fitsilisInter national standards for project management - fitsilis
Inter national standards for project management - fitsilis
 
Introduce Project Management
Introduce Project ManagementIntroduce Project Management
Introduce Project Management
 
Project Management
Project ManagementProject Management
Project Management
 
Introduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid HamdardIntroduction to Project Management by Javid Hamdard
Introduction to Project Management by Javid Hamdard
 
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgais
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgaisKlasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgais
Klasiskā un iteratīvā projektu vadīšanas metode - atšķirības un kopīgais
 
Building An Enterprise PMO
Building An Enterprise PMOBuilding An Enterprise PMO
Building An Enterprise PMO
 
Project Management overview talk 2021
Project Management overview talk  2021Project Management overview talk  2021
Project Management overview talk 2021
 
Project Management 101 Primer
Project Management 101   PrimerProject Management 101   Primer
Project Management 101 Primer
 

Ähnlich wie The Art Of Project Management

PMP as per PMBOK 6
PMP as per PMBOK 6PMP as per PMBOK 6
PMP as per PMBOK 6Amit Gupta
 
PMP Training - 01 introduction to framework
PMP Training - 01 introduction to frameworkPMP Training - 01 introduction to framework
PMP Training - 01 introduction to frameworkejlp12
 
Project management professional (PMP)
Project management professional (PMP)Project management professional (PMP)
Project management professional (PMP)Saad Al Jabri
 
01 02&03 introduction to pmp-mao
01 02&03 introduction to pmp-mao01 02&03 introduction to pmp-mao
01 02&03 introduction to pmp-maomao-osman73
 
Project management 1
Project management 1Project management 1
Project management 1bnettel
 
Project management 1
Project management 1Project management 1
Project management 1bnettel
 
Fundamentalsof PM.pptx
Fundamentalsof PM.pptxFundamentalsof PM.pptx
Fundamentalsof PM.pptxagathamarlinee
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Managementmuhammadyasirsaeedqa
 
Fundamentals of Project Management
Fundamentals of Project Management Fundamentals of Project Management
Fundamentals of Project Management Yesica Adicondro
 
Basics in Project Management
Basics in Project ManagementBasics in Project Management
Basics in Project Managementchaitanyakrsk
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docxRAJU852744
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docxaulasnilda
 

Ähnlich wie The Art Of Project Management (20)

Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project Management
 
Pm training 1 18
Pm training 1 18Pm training 1 18
Pm training 1 18
 
PMP as per PMBOK 6
PMP as per PMBOK 6PMP as per PMBOK 6
PMP as per PMBOK 6
 
PMP Training - 01 introduction to framework
PMP Training - 01 introduction to frameworkPMP Training - 01 introduction to framework
PMP Training - 01 introduction to framework
 
Project management professional (PMP)
Project management professional (PMP)Project management professional (PMP)
Project management professional (PMP)
 
Day 1 framework
Day 1 frameworkDay 1 framework
Day 1 framework
 
01 02&03 introduction to pmp-mao
01 02&03 introduction to pmp-mao01 02&03 introduction to pmp-mao
01 02&03 introduction to pmp-mao
 
Project management 1
Project management 1Project management 1
Project management 1
 
Project management 1
Project management 1Project management 1
Project management 1
 
Project Management V1
Project Management V1Project Management V1
Project Management V1
 
Pm training day 1
Pm training   day 1Pm training   day 1
Pm training day 1
 
Setting up a project framework phase 1 june 20162
Setting up a project framework phase 1 june 20162Setting up a project framework phase 1 june 20162
Setting up a project framework phase 1 june 20162
 
Fundamentalsof PM.pptx
Fundamentalsof PM.pptxFundamentalsof PM.pptx
Fundamentalsof PM.pptx
 
Introduction to Project Management
Introduction to Project ManagementIntroduction to Project Management
Introduction to Project Management
 
Fundamentals of Project Management
Fundamentals of Project Management Fundamentals of Project Management
Fundamentals of Project Management
 
Section 1: introduction
Section 1: introductionSection 1: introduction
Section 1: introduction
 
Section 1: introduction
Section 1: introductionSection 1: introduction
Section 1: introduction
 
Basics in Project Management
Basics in Project ManagementBasics in Project Management
Basics in Project Management
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
 

Kürzlich hochgeladen

Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfrichard876048
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckHajeJanKamps
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 
Salesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfSalesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfHarryJohnson78
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdfChris Skinner
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024Adnet Communications
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy Verified Accounts
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdfMintel Group
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxShruti Mittal
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in PhilippinesDavidSamuel525586
 

Kürzlich hochgeladen (20)

Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
 
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdfInnovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deckPitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 
Salesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdfSalesforce Education Cloud - A Complete Guide.pdf
Salesforce Education Cloud - A Complete Guide.pdf
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail Accounts
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptx
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in Philippines
 

The Art Of Project Management

  • 1.
  • 2. Project Management The ―Art‖ Of
  • 3. Agenda What is a project? What is Project Management? Project Management framework Project Management Area of Knowledge Why Project Management? Benefits of Project Management in your life
  • 4. WHAT IS A PROJECT ?
  • 5. What is a Project? A temporary endeavor Temporary undertaken to create a unique product, service or result
  • 6. What is a Project? A temporary endeavor Temporary undertaken to create a unique product, service or result
  • 7. What is a Project? 1.Definite beginning and a definite end (Does not mean short duration) 2.Produce a product or artifact, quantifiable, an end item or a component item 3.A result, such as research results or documents 4.An improvement in an existing product or service
  • 8. What is a Project? Examples of projects include, but are not limited to: Developing a new product, service, or result; Effecting a change in the structure, processes, staffing, or style of an organization; Developing or acquiring a new or modified information system (hardware or software); Conducting a research effort whose outcome will be aptly recorded; Constructing a building, industrial plant, or infrastructure; or Implementing, improving, or enhancing existing business processes and procedures.
  • 9. Quiz: 1 What is your first project ever?
  • 10. Project vs. Operation Operations are an organizational function performing an ongoing execution of activities. Examples: Production, manufacturing, and accounting operations. Projects help achieve the organizational goals when they are aligned with the organization’s strategy. Projects require project management while operations require business process management (BPM) or operations management.
  • 13. Project or Operation? Marriage ?
  • 14. WHAT IS PROJECT MANAGEMENT?
  • 15. What is Project Management? is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets. It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes categorized into 5 process groups: Initiation Planning Execution Monitoring and Controlling Closure
  • 16. The Role of Project Manager Effective project management requires that the project manager possess the following competencies: Knowledge: Refers to what the project manager knows about project management. Performance: Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. Personal: Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.
  • 17. The Role of Project Manager The project manager is responsible to satisfy needs: task needs, team needs and individual needs to achieve project goals. Project managers need interpersonal skills such as: •Leadership •Team Building •Motivation •Communication •Influencing •Decision making •Political and culture awareness •Negotiation •Trust Building •Conflict Management •Coaching
  • 18. Project Management Institute PMI Founded in 1969, the Project Management Institute (PMI) has grown to be the organization of choice for project management professionals world wide. 600,000 members representing 184 countries Establishes project management standards, provide seminars, educational programs and professional certification. http://www.pmi.org
  • 20. Project Life Cycle Initiating Planning Executing Closing
  • 21. Project Life Cycle Initiating Planning Executing Closing Monitoring & Controlling
  • 22. Project Management Process Groups Initiating Process Group  Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
  • 23. 1.Project Scope Management 2.Project time Management 3.Project cost Management 4.Project Quality Management 5.Project Communication management 6.Project Human resource Management 7.Project risk Management 8.Project Procurement Management 9.Project Integration Management Area of Knowledge
  • 24. 1.Project Scope Management 2.Project time Management 3.Project cost Management 4.Project Quality Management 5.Project Communication management 6.Project Human resource Management 7.Project risk Management 8.Project Procurement Management 9.Project Integration Management Area of Knowledge
  • 25. Project Management Process Group and Knowledge Area Mapping KA/PG Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.6 Close Project or Phase 4.5 Perform Integrated Change Control 5. Project Scope Management 5.1 Plan Scope Management 5.5 Validate Scope 5.2 Collect Requirements 5.6 Control Scope 5.3 Define Scope 5.4 Create WBS 6. Project Time Management 6.1 Plan Schedule Management 6.7 Control Schedule 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.4 Control Costs 7.2 Estimate Costs 7.3 Determine Budget 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications 11. Project Risk Management 11.1 Plan Risk Management 11.6 Control Risks 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
  • 26. From PMBOK 5th Edition
  • 27. Process Interaction Inputs •Documents or documentable items that will be acted upon Tools & Techniques •Mechanisms applied to the inputs to create outputs Outputs •Documents or documentable items that are a result of the process
  • 28. Project Management Area of Knowledge
  • 29. Scope refers to all the work involved in creating the deliverables of the project and the processes used to create them. Performing extra work to what was originally agreed to. Project should give exactly what the customer asked for, nothing more and nothing less. Giving any extras is a waste of time and gain no benefit to the project! As a rule, it is totally refused by PMI and other Project Management standards Project Scope Management
  • 30. Project Scope Management Overview 6. Control Scope 5. Verify Scope 4. Create WBS 3. Define Scope 2. Collect Requirements 1. Plan Scope Management
  • 31. Alternatives generation Benchmarking Context diagrams Decomposition Document analysis Expert Judgment Facilitated workshops Focus groups Group creativity techniques Group decision- making techniques Inspection Interviews Meetings Observations Product analysis Prototypes Questionnaires and surveys Variance analysis Project Scope Management T&T
  • 32. Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas. The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner. Project Time Management
  • 33. Project Time Management Overview 7. Control Schedule 6. Develop Schedule 5. Estimate Activity Durations 4. Estimate Activity Resources 3. Sequence Activities 2. Define Activities 1. Plan Schedule Management
  • 34. Alternatives Analysis Analogous Estimating Analytical techniques Bottom-up Estimating Decomposition Dependency Determination Expert Judgment Group decision- making techniques Leads and Lags Meetings Parametric Estimating Precedence Diagramming Method (PMD) Project Management Software Published Estimating Data Reserve Analysis Rolling Wave Planning Three-point Estimating Project Time Management T&T
  • 35. Project Cost Management Purpose of every private organization is to maximize the profit and there are two ways to maximize the profit • To win the order at maximum highest price (That is not possible in this imperfect competition market) • To reduce the maximum manufacturing cost by setting different standards, and then management try to achieve these standard. Cost, Budget & Price
  • 36. Project Cost Management Overview Control Costs Determine Budget Estimate Costs Plan Cost Management
  • 37. Analogous Estimating Bottom-up Estimating Cost Aggregation Cost of Quality Earned Value Management Expert Judgment Forecasting Funding Limit Reconciliation Group decision- making techniques Historical Relationships Meetings Parametric Estimating Performance Reviews Project management software Reserve analysis Three-Point Estimating To-complete Performance Index (TCPI) Vendor Bid Analysis Project Cost Management T&T
  • 38. Project Quality Management Quality management ensures that Project, product or service is consistent. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product and service quality, but also the means to achieve it. Quality management therefore uses quality assurance and control of processes as well as products to achieve more consistent quality.
  • 39. Project Quality Management Overview Control Quality Perform Quality Assurance Plan Quality Management
  • 40. Additional Quality Planning Tools Approved change requests review Benchmarking Cost of Quality Cost-Benefit Analysis Design of Experiments Inspection Meetings Process analysis Quality audits Quality management and control tools Seven basic quality tools Statistical sampling Project Quality Management T&T
  • 41. Project Communication Management Includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. Project managers report that they spend 90% of their time communicating, which is not surprising since they are achieving results through the effort of others Communication is the glue that connects the project stakeholders
  • 42. Project Communication Management Overview Control Communications Manage Communications Plan Communications Management
  • 43. Communication Methods Communication models Communication Requirement Analysis Communication Technology Expert Judgment Information management systems Meetings Performance reporting Project Communication Management T&T
  • 44. Project Human Resource Management The most important resource to a project is its people—the project team. Projects require specific expertise at specific moments in the schedule, depending on the milestones being delivered, or the given phase of the project. An organization can host several strategic projects concurrently over the course of a budget year, which means that its employees can be working on more than one project at a time. Alternatively, an employee may be seconded away from his/her role within an organization to become part of a project team because s/he has a particular expertise. Moreover, projects often require talent and resources that can only be acquired via contract work and third party vendors. Procuring and coordinating these human resources, in tandem with managing the time aspect of the project, is critical to overall its overall success
  • 45. Project Human Resource Management Overview Manage Project Team Develop Project Team Acquire Project Team Plan Human Resource Management
  • 46. Acquisition Co-location Conflict Management Expert Judgment Ground Rules Interpersonal skills Meetings Multi-criteria decision analysis Negotiation Networking Observation and Conversation Organization Charts and Position Descriptions Organizational Theory Personnel assessment tools Pre-Assignment Project Performance Appraisals Recognition and Rewards Team-building Activities Training Virtual Teams Project Human Resource Management T&T
  • 47. Project Risk Management Project Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities Uncertain event or condition that, if occurs, has an effect (impact) On one or more project objectives (Time, Cost, Quality, Scope) Impact could be +ve or –ve
  • 48. Project Risk Management Overview Control Risks Plan Risk Responses Perform Quantitative Risk Analysis Perform Qualitative Risk Analysis Identify Risks Plan Risk Management
  • 49. Analytical techniques Assumptions analysis Checklist analysis Contingent Response Strategies Data gathering and representation techniques Diagramming techniques Documentation reviews Expert Judgment Information gathering techniques Meetings Meetings Probability and impact matrix Quantitative risk analysis and modeling techniques Reserve Analysis Risk Audits Risk categorization Risk data quality assessment Risk probability and impact assessment Risk Reassessment Risk urgency assessment Strategies for Negative Risks or Threats Strategies for Positive Risks or Opportunities SWOT analysis Technical Performance Measurement Variance and Trend Analysis Project Risk Management T&T
  • 50. Project Procurement Management Procurement refers to the aspects of project management related to obtaining goods and Service/Product from outside companies. It does not refer to other internal organizations within your own company. (For the purposes of this discussion, purchasing and procurement are equivalent terms.) While procurement is an area into which a project manager will give input, in many, and perhaps most companies, it's an area that the project manager doesn't own. The project manager usually does not have the authority to enter into contracts on behalf of the company, and he is usually not asked to administer the contracts once they're in place. But it's still an area you need to know about.
  • 51. Project Procurement Management Overview Close Procurements Control Procurements Conduct Procurements Plan Procurement Management
  • 52. Advertising Analytical techniques Bidder conference Claims Administration Contract Change Control System Expert Judgment Independent estimates Inspections and Audits Make-or-buy analysis Market research Meetings Payment Systems Performance Reporting Procurement Audits Procurement negotiations Procurement Performance Reviews Proposal evaluation techniques Records Management System Project Procurement Management T&T
  • 53. Project Integration Management Integration management is a collection of processes required to ensure that the various elements of the projects are properly coordinated. It involves making trade-offs among competing objectives and alternatives to meet or exceed stakeholder needs and expectations.
  • 54. Project Integration Management Overview Close Project or Phase Perform Integrated Change Control Monitor and Control Project Work Direct and Manage Project Work Develop Project Management Plan Develop Project Charter
  • 55. Analytical techniques Change control tools Expert Judgment Facilitation techniques Meetings Project management information system Project Integration T&T
  • 57.
  • 58. Why Project Management? Planning With Accuracy and Practicality Budgeting To The Best Of Your Ability Effectively Negotiating With Others Leading A Team Efficiently Managing Contracts Effectively Managing Risks Properly Effective Reporting Using Motivational Techniques
  • 59. BENEFITS OF PROJECT MANAGEMENT IN YOUR LIFE
  • 60. Benefits of Project Management in your life Develop your career
  • 61. Benefits of Project Management in your life Develop your-self
  • 62. Benefits of Project Management in your life Managing your daily projects
  • 63. Benefits of Project Management in your life It’s a lifestyle ! Increased Productivity Less Stress Overall Satisfaction Friendship
  • 64. Benefits of Project Management in your life Special Skills Leadership Negotiation Maturity Organized
  • 65. Benefits of Project Management in your life Be the CEO of your Own Life