3. Examples:
Moving an office to a new location.
Launching a new product.
Construction of a new building.
Development of a new software package.
4. A project:
May involve only one person, or more .
Might be implemented by a single resource or by a
number of resources .
May take several days, or many years .
May be undertaken by a single organization, or by a
group of several stakeholders .
"stakeholder": "A person, group or organization
that has interest or concern in an
organization. Stakeholders can affect or be
affected by the organization's actions, objectives and
policies.
5. What is a Project?
“A project is any work that happens only once, has a clear
beginning and end, and is intended to create a unique product
or service.”
Project are a means to Achieve “Strategic Plan” of an
Organization.
A strategic plan is a document used to communicate with the
organization the organizations goals, the actions needed to
achieve those goals and all of the other critical elements
developed during the planning exercise.
6. What is 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 of a project”
Strategic management is the continuous planning,
monitoring, analysis and assessment of all that is
necessary for an organization to meet its goals and
objectives.
8. Project Integration Management
Describes the processes required to ensure that
the various elements of the project are properly
coordinated. It consists of project plan
development, project plan execution, and
integrated change control.
Coordinating all of the work so that it happens
correctly. Making sure changes are approved
before they happen
This knowledge are includes Process to direct
and manage project work as well as monitor and
control it.
9. Project Scope Management
describes the processes required to ensure that the project
includes all the work required, and only the work required, to
complete the project successfully. It consists of initiation, scope
planning, scope definition, scope verification, and scope change
control.
If you nail down your scope in the beginning , You have a much
better change of success in the end.
10. Project Time Management
describes the processes required to ensure timely
completion of the project. It consists of activity
definition, activity sequencing, activity duration
estimating, schedule development, and schedule
control.
Figuring out the time it will take to do you need
to do your work and the order you need to do it
in. Tracking you schedule and making sure
everything gets done on time.
11. Project Cost Management
describes the processes required to ensure that the project is
completed within the approved budget. It consists of resource
planning, cost estimating, cost budgeting, and cost control.
Project Quality Management describes the processes required to
ensure that the project will satisfy the needs for which it was
undertaken. It consists of quality planning, quality assurance,
and quality control.
Project Quality Management
12. Project Human Resource Management
Project Human Resource Management describes the processes
required to make the most effective use of the people involved
with the project. It consists of organizational planning, staff
acquisition, and team development.
Project Communications Management describes the processes
required to ensure timely and appropriate generation, collection,
dissemination, storage, and ultimate disposition of project
information. It consists of communications planning, information
distribution, performance reporting, and administrative closure.
Project Communications
Management
13. Project Risk Management
Project Risk Management describes the processes
concerned with identifying, an allying, and responding to
project risk. It consists of risk management planning, risk
identification, qualitative risk analysis, quantitative risk
analysis, risk response planning, and risk monitoring and
control.
Project Procurement Management describes the processes
required to acquire goods and services from outside the
performing organization. It consists of procurement planning,
solicitation planning, solicitation, source selection, contract
administration, and contract closeout.
Project Procurement Management
15. General management
Responsible for managing the
status quo
Authority defined by
management structure
Consistent set of task
Responsibility limited to their
own function
Works on ‘permanent’
organizational structures
Tasks describes as ‘maintains’
Main task is optimization
Success determined by
achievement of interim targets
Limited set of variables
Project management
Responsible for overseeing
change
lines of authority ‘fuzzy’
Ever-change set of tasks
Responsibility for cross-
functional activities
Operators within structures which
exits for the life of the project
Predominately concerned with
innovation
Main tasks is the resolution of
conflict
Success determined by
achievement of stared end-goals
Contains intrinsic uncertainties
16. Project planning and control system
Define the
problem
Or opportunity
Establish project
Objectives
(strategy)
Cost, time, Scope
Develop the plan
(tactics)
▪activities
▪Schedules
▪Resources
Begin project
work
Monitor
▪determine status
▪Compare with plan
▪Analyze
▪ Prepare reports
Close project
Control
Take Action
Readdress
Reprogram
Replan
17. Project Management Triangle
Three most important factors in PM are:
Time
Cost
Scope
Commonly called the “Triple Constraint”.
If any one of these three factors change,
at least one other factor is likely to be affected.
19. Project Management Triangle
…
The project management triangle is an effective
model for representing the following goals.
Projects must be delivered on time.
Projects must be within cost.
Projects must be within scope.
Projects must meet customer quality requirements.
24. Project Planning
Detailed plans of how the work will be carried out
including time, cost and resource estimates.
Identify the project goals and objectives.
Set the scope of the project.
Identify the expectations and limitations of the project.
Identify the project milestones, deliverables and tasks.
(Set task durations, Create task dependencies, Set deadlines
etc.)
Identify skills, equipment and materials needed.
25. Project Execution
Doing the work to deliver the product,
service or desired outcome.
Assigned resources execute the
project.
Monitor the resources as they carry
out their assigned tasks.
Track task progress on tasks.
26. Project Control
Ensuring that a project stays on track.
(within the deadlines, budget and goals)
Taking corrective action to ensure it does.
Analyze project information.
(Slipped schedule, Budget overrun etc.)
Communicate and report.
(Problems, New decisions, Progress etc.)
27. Project Closure
Closing the project successfully.
Identify lessons learned.
(Conduct a postmortem meeting with
project team)
Create a project template.
29. Characteristics of a Successful Project
Clear objectives.
A good project plan.
Shows “who is responsible for what?”
Estimates money, people, equipment and time.
Serves as a monitoring tool.
(Can take early action if things go wrong).
Communication, communication, communication…..
(Maintain effective and continual communication
between the parties)
A controlled scope. (Stay focused on priorities)
Stakeholders support. (Work as a team)
30. Why we need Project
Management?
Projects require higher degree of coordination
of resources, time and money.
Good coordination needs good planning.
If not plan:
Things will be done in wrong order.
Conflicts and Crisis arise.
Consume more resources, time and money
unnecessarily.
Project Management minimizes (or removes)
these weaknesses.
31. Dependencies
One task cannot begin until a previous task has
been completed.
Several tasks are dependant upon the
completion of one task.
Several tasks must finish before a single later
task can begin.
You can link the previous, or predecessor task,
to its succeeding, or successor task, and
thereby setup the task dependency between the
two.
33. Eg: Scheduling a Building Construction Project
Job Activity Duration Predecessor(s)
1 Clear site 2 days
2 Lay foundation 3 days 1
3 Put up walls 1 day 2
4 Put on roof 1.5 days 3
5 Install electrics 2 days 4
6 Install plumbing 1 day 4
7 Painting 1 day 5,6
8 Landscaping 1 day 4
9 Finish 0 days 7,8
35. Critical Path Method (CPM)
CPM models the activities and events of a
project as a network.
Activities are represented as nodes.
Events are represented as arcs or arrows between
the nodes.
Events: The beginning or ending of activities.
To use this, we have to know:
The duration of each of the activities.
The predecessors of each activity.
37. Critical Path Method (CPM) ...
CPM provides the following benefits:
Provides a graphical view of the project.
Predicts the time required to complete
the project.
38. Critical Path
The longest-duration path through the
network.
Significance of the critical path:
The activities that lie on it cannot be delayed
without delaying the project.
Critical path analysis is an important
aspect of project planning.
Because of its impact on the entire project.
39. Critical Path …
A delay in the critical path delays the
project.
Similarly, to accelerate the project:
It is necessary to reduce the total time
required for the activities in the critical path.
40. Critical Path …
Critical Time:
The time required to complete all
activities on the critical path.
This is equal to the total estimated
duration of the project.
41. Critical Path …
Eg: Consider the following network.
AA
HH
II
StartStart
GG
CC
DD
BB EE
FinishFinish
3 days3 days
2 days2 days
1 day1 day
3 days3 days
5 days5 days
4 days4 days
2 days2 days 3 days3 days
FF
3 days3 days
42. Critical Path …
Eg: …
Which tasks are on the critical path?
Possible Paths:
A, B, C, E, I = 2+3+1+4+3 = 13 days
A, B, D, F, I = 2+3+3+3+3 = 14 days
A, G, H, I = 2+2+5+3 = 12 days
Tasks on Critical Path = A, B, D, F, I
43. Critical Path …
Eg: …
What is the slack time for tasks C, D and G?
For C:
Path = C, E = 1+4 = 5
Path = D, F = 3+3 = 6
Slack = 6 – 5 = 1 day
II
CC
DD
BB EE
1 day1 day
3 days3 days
4 days4 days
FF
3 days3 days
44. Critical Path …
Eg: …
What is the slack time for tasks C, D and G?
For D:
Slack = 0 (D is on the critical path)
II
CC
DD
BB EE
1 day1 day
3 days3 days
4 days4 days
FF
3 days3 days
45. Critical Path …
Eg: …
What is the slack time for tasks C, D and G?
For G:
Path = B, D, F = 3+3+3 = 9
Path = G, H = 2+5 = 7
Slack = 9 – 7 = 2
AA
HH
II
GG
DD
BB
3 days3 days
2 days2 days
3 days3 days
FF
3 days3 days
5 days5 days
46. Gantt Chart
Henry Gantt developed a tool:
For displaying the progression of a project in
the form of a specialized chart.
Gantt's scheduling tool:
Takes the form of a horizontal bar graph and
is known as a Gantt Chart.
48. Gantt Chart …
Horizontal axis:
A time scale:
Expressed either in absolute time or in
relative time referenced to the beginning of
the project.
Rows of bars in the chart:
Show the beginning and ending dates
of the individual tasks in the project.
49. Gantt Chart …
In the above example,
Each task is shown to begin when the task
above it completes.
However,
The bars may overlap in cases where:
A task can begin before the completion of another.
Several tasks performed in parallel.
50. Gantt Chart …
For larger projects:
Tasks can be broken into subtasks having their
own Gantt charts to maintain readability.
A work breakdown structure (WBS) would be
developed to identify the tasks before
constructing a Gantt chart.
For smaller projects:
Gantt chart itself may used to identify the tasks.
