Understanding of Project, Project Management and Success Criteria Of Project

1. “Good management is the art of making problems so interesting
and their solutions so constructive that everyone wants to get to
work and deal with them”
- Paul Hawken

2. What is Project?
A project is a temporary effort to create unique product,
service or result. A project has a definite start and end.
The Project Management Book of Knowledge (PMBOK)
Guides states that projects are composed of two kinds of
process
1) Project management process
2) Product-oriented process (which specify and create the
project product)

3. Bandra-VirarAC train ride for Rs.68/-

4. Characteristics of Project
A Project
• is temporary
• has a unique purpose
• requires resources
• should have a sponsor
• involve uncertainty
• uses progressive elaboration

5. Needs of Project and Management
• Today’s corporations, small-medium companies, government, and
non-profit organisation have recognized that to be successful.
• For that they need to be conversant with and use modern project
management techniques.
• In the business environment , individuals are that to remain
professionally competitive, they must develop skills to become
effective project managers and valuable project team member.
• Understanding the concept of project management will help each
employee to participate in projects and improve project performance
on daily basis.

6. The Project Definition should include a statement of the business
need that the project aims to address and a description of the product,
service or other deliverables that will be its output. It can be
constructed by asking a series of questions:
• What is the purpose, or project mission, ie. the reason for doing the project?
• What are the goals, ie what targets does the project aim to achieve?
• What is the scope of the project, ie how will the organisation gain?
• What are the quality standards and performance criteria?
• What are the measurable objectives of the project?
• What are the key success criteria?
• What are the project deliverables?
• What are the project constraints, eg time, resources, performance criteria?
• What risks are involved?

7. Project management is define as "the application of knowledge, skills,
tools and techniques to a broad range of activities in order to meet the
requirements of a particular project or to direct the use diverse
resources towards the accomplishment of unique, complex, one time
task within time, cost and quality constraints.”
Project management is a process with four separate stages that are
repeated for every project: visualize, plan, implement, close

9. Key Project Management Concept
• Project management is the discipline of planning,
organizing, and managing resources to bring about the
successful completion of specific project goals and
objectives.
• The primary challenge is to achieve all of the project goals
and objectives while honouring the established and agreed-
upon project constraints.
• Typical constraints are cost, quality and time.
• The secondary and more determined challenge is to
optimize the allocation and integration of inputs necessary
to meet pre-defined objectives.

10. Six stages of Project Management
A project undergoes six stages during its life cycles and they are noted
below:
• Project Definition - This refers to defining the objectives and the
factors to be considered to make the project successful.
• Project Initiation - This refers to the resources as well as the
planning before the project starts.
• Project Planning - Outlines the plan as to how the project should be
executed. This is where project management triangle is essential. It
looks at the time, cost and scope of the project.
• Project Execution - Undertaking work to deliver the outcome of the
project.
• Project Monitoring & Control - Taking necessary measures, so that
the operation of the project runs smoothly.
• Project Closure - Acceptance of the deliverables and discontinuing
resources that were required to run the project.

12. Why Projects Fail?
• Challenge #1 - Lack ofVisibility of all Projects
A common reason why projects fail is related to visibility. All three tiers
of the project team, executive management, project managers, and
team members, need access to the right level of information at the
right time.
• Solution - Publish Projects to aVisible Location
The best solutions are a combination of tools, process, and people-
based changes.The tool portion of this solution is to provide the team
with a centralized location for publishing all project schedules.The
simplest way to share project schedules is to post project files in a
network folder, setting permissions on the folders usingWindows
folder and group permissions for access rights.

13. • Challenge #2 - Unclear ProjectObjectives
Most organizations have more opportunities and project initiatives
than they can ever hope to fulfil. Many companies embark upon more
initiatives than they probably should, causing over worked and often
unhappy team members.
• Solution – Rank Project Initiatives
It is the role of executive management to determine the organization's
long term goals and the strategies for attaining those goals. Once these
goals are clearly defined, then project initiatives may be weighed
against these goals. So if a project initiative does not fit the long or
short terms goals of an organization, it should not be embarked upon.
Then, the remaining projects may be ranked in order of priority.

14. • Challenge #3 - NoVisibility into Resource Workload
Following the lack of project prioritization are usually overloaded resources. It
is a circular problem as well.That is, because executive management has no
visibility into all of the projects and tasks the team is performing, they are
often labouring under the belief that the organization can achieve more than
it is capable of in terms of sheer workload.
• Solution – Create a Resource Management Grid
Project Management Institute, Inc. (PMI) holds that if an employee works an
eight hour work day, then the resource should not be assigned more than six
hours of work.This allows the employee two hours for the administrative
aspects of his or her position. So, the first part of the solution has to be
executive management understanding this concept and committing to invoke
a corporate culture of planning and managing resources effectively. If the
organization is simply committed to 'working on whatever is on fire,' then
nothing will change.
There are many ways to uncover what resources are working on and when.
The simplest tool is to use a white board with a daily grid displaying the task
being performed and the team member that is working on that task. For
some fast paced environments, this solution may work well. Of course, there
has to be a point person to manage the white board.

15. “If you talk to a men in a language understand, that goes to his head . If
you talks to him in his language, that goes to his heart”
-NELSON MANDELA
• Challenge #4 - Gaps in Communication
Once a project is in full swing, a common issue is communication. Most
project teams use email to communicate about their projects and tasks.
The biggest complaint here is that project communication resides in
each individual's email box. So, if a new resource joins the project, there
is no centralized view of the project history.
• Solution – Provide a Centralized Location for Communication
At a bare minimum, communication should be posted in a
centralized location.The lowest common denominator seems to be the
organization's network.The purpose of centralizing the project
communication is so that if new resources join the effort mid stream,
they can get up to speed rapidly by reviewing the entire project history.

16. 1) Executive
Management
2) Project Managers
3) Team Members
Who are the Most
Responsible for
Project Failure?

17. The four stages of recovering Project
• If a project is in trouble, the project manager needs to work to recover it and
get the schedule back on track. Hopefully, it's not too late to still meet the
project deadlines and goals.
Working through these four steps will help the project manager facilitate the
recovery.
• 1. Identification
• The first step is to identify the problem.You cannot even consider trying to recover a
project that is in trouble if you don't know what the problem is in the first place.
• While it might seem like a simple enough issue to diagnose, there can be difficulties in
determining the exact root cause putting the project at risk in the first place. Perhaps
the requirements were not defined well enough, or perhaps the schedule dictated by
the customer was too aggressive.
• Interviews with the project team and a careful analysis of the situation will help you
identify the problem and move forward. But make sure to determine the cause of the
problem.

18. • 2. Discussion
• Once you have identified the problem, it's time to discuss it with the appropriate
parties and determine the course of action that will recover the project.
• This may not be an easy discussion if the people you're discussing it with are part of
the problem! It's important, though, to have a candid conversation and keep the
discussion focused on the problem, not the person.
• The facilitator should have all of the information at hand and be able to tell the story
of why the project is in trouble.This discussion should lead to a solution that will steer
the project back to meeting its goals.
3. Implementation
• Implement the solution might involve changing the schedule baseline, updating the
project scope or even making a change in the project team.The solution should be
well-documented and communicated to all parties that will be involved in the
recovery of the project.
• All of the steps to recovery should be carefully outlined and detailed.There should be
no questions about what needs to be done and when it must happen in order to put
the project back on track.
• This part of the recovery process should be well-thought-out and approved by
management and the client.That way, the recovery can proceed without further
delay or issues.

19. • 4. Re-baseline
• Once the recovery of the project is proceeding, the project manager and the project
schedule should reflect what is happening to recover the project.
• Everything that happens in the recovery must become part of the project scope and
schedule. Moving forward, the tasks of the recovery become incorporated into the
project work.The re-baseline of the schedule should take into account the recovery
tasks and the change in dates going forward after the recovery.
• This is an excellent time to re-evaluate the entire project and determine if anything
needs to be updated or changed so that the project not only proceeds, but also
succeeds.
Summary
• When recovering a project that's in trouble, identify the problem, determine how to
recover, implement your solution and re-baseline the schedule. Set a simple track
with these four steps.
• Recovering a project is never easy or fun, but with some care and attention, it's
possible to turn it around.

20. Project Success

22. How to define success criteria
• “Project success criteria are the standards by which the project
will be judged at the end to decide whether or not it has been
successful in the eyes of the stakeholders.”
Why are project success criteria important?
• Projects ‘fail’ in the eyes of the media and stakeholders because for
people are left to guess what success looks like. Is it delivery on time?
Is it delivery on budget? Perhaps those two things really don’t matter
much to the stakeholders concerned if they get a great quality result
and happy customers.
• Successful organisations take the guesswork out of this process: they
define what success looks like, so they know when they have
achieved it.

24. 6 Ways to Measure the Success of Any
Project
• 1) Schedule
Is there a hard deadline, or does the schedule relate to something else
(budget, product launch date, etc.)? In the end, did you complete the project
by the time it was due? Sometimes clients come with a hard deadline, other
times they’re simply looking for the final product. Either way, my team always
has a schedule we need to meet.

25. • 2) Scope
What do you need to get done within the timeframe?Tony refers to scope as
the “stars that align to bring the client, the team, and you together.” It may be
a list of features or just an idea, but the scope should essentially be the driving
force of the project.
• 3) Budget
This is often the most important factor for many projects. In the end, did you
stick to the budget? Did you come in way under budget?Your team should
always know where they stand in terms of money spent.We regularly give
clients a quote before they start and once we do so, we need to stick to it, or
come in under. Otherwise we’re not a profitable business.
• 4) Team satisfaction
This is one that often goes overlooked in project management. work
shouldn't feel only like an obligation. Keeping the team happy means if I do
need them to work a late night here and there, they won't do it begrudgingly.

26. • 5) Customer satisfaction
Your clients might not be able to articulate exactly what they want, so
often it’s your job to figure out what they’re looking for in order to
make sure they’re happy with the end product. How do you track client
satisfaction? Ask them to rate it on a scale of 1 to 10 every week or so,
and analyse and review your findings.
• 6) Quality of work
The quality of one project often affects another, so it's important to
always track quality and make adjustments to future projects
accordingly. Remember, recommendations are like free advertising. If
you deliver a strong product, your client will tell people about it, and
that's where your next project should come from.

27. The Iron Triangle: Measure of Success

28. Time
For analytical purposes, the time required to produce a deliverable is estimated using
several techniques. One method is to identify tasks needed to produce the
deliverables documented in a work breakdown structure or WBS.The work effort for
each task is estimated and those estimates are rolled up into the final deliverable
estimate.
According to the Project Management Body of Knowledge (PMBOK) the ProjectTime
Management processes include:
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule

29. • Define Activities
Inputs: Schedule Management Plan, Scope Baseline, Enterprise environmental
factors, Organizational process assets
Tools: Decomposition, RollingWave Planning, Expert Judgment
Outputs: Activity list,Activity attributes, Milestone list
• Activity sequencing
Inputs: Project Scope Statement, Activity List,Activity Attributes, Milestones List,
Approved change requests
Tools: Precedence Diagramming Method (PDM),Arrow Diagramming
Method (ADM), Schedule Network templates, dependency degeneration, applying
leads and lags
Outputs: Project Schedule Network diagrams,Activity List Updates,Activity
Attributes updates, Request Changes

30. • Activity resource estimating
Inputs: Enterprise Environmental factoring,Organizational process assets, Activity
list,Activity attributes, Resources Availability, Project Management Plan
Tools: Expert Judgment Collections,AlternativeAnalysis, Publishing estimating data,
Project management software implementation, Bottom up estimating
Outputs: Activity resource requirements, Activity attributes, Resource breakdown
structure, resource calendars, request change updates.
• Activity duration estimating
Inputs: Enterprise environmental factors, organization process assets, Project scope
statement, activity list, activity attributes, activity resource requirements, resource
calendars, project management plan, risk register, activity cost estimates
Tools: Expert judgment collection, analogous estimating, parametric estimating,
Bottom up Estimation,Two-Point estimation, reserve analysis
Outputs: Activity duration estimates, activity attribute updates and estimates

31. • Schedule development
Inputs: Organizational process assets, Project scope Statement, Activity list,Activity
attributes, project Schedule Network diagrams,Activity resource requirements, Resource
calendars, Activity duration estimates, project management plan, risk register
Tools: Schedule Network Analysis, Critical path method, schedule compression, what if
scenario analysis, resources levelling, critical chain method, project management
software, applying calendars, adjusting leads and lags, schedule model
Outputs: Project schedule, Schedule model data, schedule baseline, resource
requirements update, activity attributes, project calendar updates, request changes,
project management plan updates, schedule management plan updates
• Schedule control
Inputs: Schedule management plan, schedule baseline, performance reports,
approved change requests
Tools: Progressive elaboration reporting, schedule change control system, project
management software, variance, analysis, schedule comparison bar charts
Outputs: Schedule model data updates, schedule baseline. performance
measurement, requested changes, recommended corrective actions, organizational
process assets, activity list updates, activity attribute updates, project management
plan updates

32. Cost
Cost Process Areas
• Cost Estimating is an approximation of the cost of all
resources needed to complete activities.
• Cost budgeting aggregating the estimated costs of
resources, work packages and activities to establish a cost
baseline.
• Cost Control – factors that create cost fluctuation and
variance can be influenced and controlled using various
cost management tools.

33. Project Management Cost EstimatingTools
• Analogous Estimating: Using the cost of similar project to determine the cost of
the current project
• Determining Resource Cost rates: The cost of goods and labour by unit gathered
through estimates or estimation.
• Bottom Up estimating: Using the lowest level of work package detail and
summarizing the cost associated with it.Then rolling it up to a higher level aimed
and calculating the entire cost of the project.
• Parametric Estimating: Measuring the statistical relationship between historical
data and other variable or flow.
• Vendor Bid Analysis: taking the average of several bids given by vendors for the
project.
• Reserve Analysis: Aggregate the cost of each activity on the network path then add
a contingency or reserve to the end result of the analysis by a factor determined by
the project manager.
• Cost of Quality Analysis: Estimating the cost at the highest quality for each activity.

34. Quality
• Quality applies to the technique, materials, and supplies used. It also
applies to the experience level of those employed on your
project. The good news is that not all matters of quality expand your
budget, but budget and cost will directly affect the level of quality
which is achievable.
• What about building codes? Building codes establish the minimum
quality standards for life safety. Building codes will not necessarily
meet your standard of quality. For many, simply meeting code does
not mean a quality job has been performed (think of a bare bones
camp). Most of us desire a home with far higher quality, so relying
solely on building codes won’t produce the results you desire.

35. Scope
Scope =Time × Resources (STR Model)
• Scope looks at the outcome of the project undertaken.The scope of
work in this scenario is the required elements to satisfy your desired
outcomes, standards, and costs.
• It is the inside of the “IronTriangle.” If you adjust
the scope of work, the other three variables will be
directly affected.
• A successful project manager will know to manage
both the scope of the project and any change in
scope which impacts time and cost.

36. The Project Manager's Verdict for Project
Success Criteria.
1) the initiatives taken by the project manager.
2) the customers feedback.
It is further hypothesised that the project will be executed more
successfully if…
the project complexity is low;
the project is of shorter duration;
the project is funded by a private and experienced client;
the project team leaders are competent and experienced; and
the project is executed in a stable environment with developed technology together
with an appropriate organization structure.

37. Post-Implementation Reviews
“Completing a project is not the same thing as ending the project
management process. Simply finishing doesn't ensure that the
organization benefits from the project's outcome.”
• For people and organizations that will be working on similar projects
in the future, it makes sense to learn as many lessons as possible, so
that mistakes are not repeated in future projects.
• And for organizations benefiting from the project, it makes sense to
ensure that all desired benefits
have been realized, and to
understand what additional
benefits can be achieved.

38. The PIR Process
When to Review
• A good time to start thinking about the Post Implementation Review
is when members of the project team remember the most – shortly
after the project has been delivered, and when most of the problems
have been ironed-out. Start to list ideas and observations while they
are still fresh in people's minds.
• There will probably be a period of adjustment before you can finally
review the solution as it was intended to operate: you'll likely need to
overcome some of the usual resistance to change, hold people's
hands while they operate new systems, and eliminate technical
problems that didn't emerge when deliverables were tested.You
should therefore typically allow a few weeks, or even a few months,
before doing the full PIR. Where possible, allow for at least one, full,
successful cycle of business before reviewing lessons learned.

39. What to Review
• Ask for openness – Emphasize the importance of being open and honest in
your assessment, and make sure that people aren't in any way punished for
being open.
• Be objective – Describe what has happened in objective terms, and then
focus on improvements.
• Document success – Document practices and procedures that led to
project successes, and make recommendations for applying them to similar
future projects.
• Look with hindsight – Pay attention to the "unknowns" (now known!) that
may have increased implementation risks. Develop a way of looking out for
these in future projects.
• Be future-focused – Remember, the purpose is to focus on the future, not
to assign blame for what happened in the past.This is not the time to focus
on any one person or team.
• Look at both positives and negatives – Identify positive as well as negative
lessons.

40. When conducting the review, include the following activities:
• Conduct a gap analysis.
• Review the project charter to evaluate how closely the project results match the
original objectives.
• Review the expected deliverables (including documentation) and ensure either
that these have been delivered to an acceptable level of quality, or that an
acceptable substitute is in place.
• If there are gaps, how will these be closed?
• Determine whether the project goals were achieved.
• Is the deliverable functioning as expected?
• Are error rates low enough, and is it fit for purpose?
• Is it functioning well, and in a way that will adjust smoothly to future operating
demands?

41. • Determine the satisfaction of stakeholders.
• Were the end users' needs met?
• Is the project sponsor satisfied?
• What are the effects on the client or end user?
• If key individuals aren't satisfied, how should this be addressed?
• Determine the project's costs and benefits.
• What were the final costs?
• What will it cost to operate the solution?
• What will it cost to support the solution in the future?
• How do the costs compare with the benefits achieved?
• If the project hasn't delivered a sufficiently large return, how can this be
improved?

42. • Identify areas of further development.
• Are there opportunities for further training and coaching that will maximize
results?
• Could you make further changes, which would deliver even more value?
• Are there any other additional benefits that can be achieved?
• Identify lessons learned.
• How well were the projects deliverables assessed, and how well were timescales
and costs assessed?
• What went wrong, why did these things go wrong, and how could these
problems be avoided next time?
• What went well, and needs to be learned from?
• Report findings and recommendations.
• Do you need corrective activity to get the benefits you want?
• What lessons have you learned from this review? that need to be carried forward
to future projects?
• Does this project naturally lead on to future projects, which will build on the
success and benefits already achieved?

43. How to Review
certain methods and practices will help you obtain the best possible
information:
1) Define the scope of the review beforehand
it's easy to hurt someone's feelings when reviewing the project's success. Clarify your
objectives for the review, and make your intentions clear – this will better ensure that
people share their experiences openly and honestly.Then make absolutely sure that
you stick to these intentions, and that people's egos aren't unnecessarily bruised by
the process!
2) Review key documents
Gather together the key project documents.This will help you assess the project
planning process, as well as the actual benefits achieved through the project.

44. 3) Consider using independent reviewers
• Where possible, use outside people in your review process to get an objective,
unclouded view of the project.
• we can learn a lot from the perspectives of those who were directly involved in
the project – this is why the best strategy is probably to have a balance.
4) Use appropriate data collection
• Collect information in the most appropriate way, for example, by using
interviews and surveys.
5) Deliver appropriate reports
• Remember that the PIR is designed to help project managers conduct more
effective projects in the future, as well as to measure and optimize the benefits
of the specific project being reviewed.

45. 6) Present recommendations
• Present the detailed recommendations to the organization and the project
leaders, as well as to customers and other stakeholders. Include as many people
as necessary so that you keep – and apply – the best-practice information in the
future.
Key Points
• A Post-Implementation Review (PIR) is conducted after completing a project.
Its purpose is to evaluate
• whether project objectives were met, to determine
• how effectively the project was run,
• to learn lessons for the future, and
• to ensure that the organization gets the greatest possible benefit from the
project.

46. Case study of Project failed
Volkswagen
The following entry is a record in the “Catalogue of Catastrophe” – a list of
failed or troubled projects from around the world.
Organization: Volkswagen Group (VW)
Project type : Vehicle emissions system
Project name : Unknown
Date : September 2015
Cost : Potential costs in the region of $18B
one of the most expensive scandals in modern corporate history, the
revelation thatVolkswagen cheated government emission testing has shaken
people’s confidence in a once solid brand.
A business story on the scale of Enron or the BP spill in the Gulf of Mexico, the
story is both an embarrassment for the company and a financial disaster for
the shareholders. In addition to fines of up to $18 billion at least $25 billion has
been lost due to a dive in stock price.

47. • Reports in the media indicate that in real world driving conditions some
Volkswagen diesel cars emit up to 40 times the national standard for nitrogen
oxide (NO). NO emissions are a significant pollutant with links to both asthma
and lung illnesses.As owners of theVolkswagen,Audi, Seat, Skoda, Bentley,
Bugatti, Lamborghini and Porsche brands (plus Ducati bikes and truck makers
Scania and Man) more than 11 million vehicles are affected.
• In many projects the failure is because of mistakes or poor management. In this
particular case the problem was man-made and intentional.Volkswagen
engineers intentionally designed and installed a so called “defeat device” (a piece
of software rather than a physical device) into the engine’s control computer.
• The defeat device was programmed to detect when the car was undergoing
emissions testing.When official testing conditions were detected (steering wheel
not be used, vehicle on a test rig, etc) the system would retune the engine to
minimize emissions (in doing so it sacrificed fuel economy, but did adhere to the
testing limits for clean-air standards). In real world driving conditions the system
would revert to its normal mode in which fuel efficiency was optimized at the
expense of emissions (i.e. the defeat device turned off part of the emissions
control system during normal driving conditions).

48. • Reports indicate that the technology needed to comply with the government
regulations was available, but someone in the project that designed the affected
engine decided that the cost of the necessary components was too high.To
ensure profit margins were protected the defeat device was installed so that the
more costly emissions cleaning components did not need to be installed.
Competitive pressures, cost control and profit margin are always considerations
in real life projects, butVolkswagen’s approach to those challenges was to cheat.
Rather than finding a creative (and legal) solution they took a short cut that
will ultimately cost far more than the savings they made.

49. • After an independent lab tested the vehicles under real world driving
conditions,Volkswagen management was forced to admit the lie. Although
they have taken responsibility, the effects on the brand in the wake of them
acknowledging to have had prior knowledge to the facts remain to be seen.
Trust and confidence in loyal customers has been shaken and the goodwill
they enjoyed is now questioned and looked at through a magnifying glass.
The reasons as to whyVolkswagen did or did not act earlier to avert a
possible scandal may pretty much be irrelevant as knowledge of the disaster
is now in the public domain.
• Note: Volkswagen has apologized to its customers and the public and has ordered
an external investigation into the matter pledging full cooperation in uncovering of
the facts.
• Contributing factors as reported in the press:
• Prioritizing cost and profit margin over quality and government regulations, Failure to
disclose information openly,Withholding relevant information, Lack of quality
controls (testing the diesel vehicles on actual roads), Failure to live up to customer
expectations (The brand is now in disrepute). False advertising

50. References
1) https://en.wikipedia.org/wiki/Project_management_triangle
Michael W. Newell, Marina N. Grashina (2004). The Project Management Question
and Answer Book. p.8
Pamela McGhee, Peter McAliney (2007). Painless Project Management. p.74.
2) https://www.mindtools.com/pages/article/newPPM_74.htm
By the Mind Tools Editorial Team – james manktelow, elizabbeth eyre, keith jackon,
liz cook, steven Edward, bhanu khan.
3) http://www.tutorialspoint.com/management_concepts/project_success_criteria.htm
established on 12th June, 2014. (Twelfth day of June Two Thousand Fourteen), under the
Companies Act, 2013. The CIN of the company is U80904AP2014PTC094598
4) http://www.girlsguidetopm.com/2015/01/the-definitive-guide-to-project-success-
criteria/
Elizabeth Harrin - Win a great project management book with this September 2016
giveaway.
5) http://www.projectinsight.net/white-papers/four-common-reasons-why-projects-fail
By Cynthia K. West, Ph.D., V.P. Project Insight

51. 6) https://www.projectsmart.co.uk/the-four-stages-of-recovering-a-project.php
Project Smart launched in 2000 as a way to offer easy access to information about
the project management profession - By Kenneth Darter
7) http://www.inc.com/ilya-pozin/6-ways-to-measure-the-success-of-any-project.html
8) BY ILYA POZIN - Founder, Pluto.TV
9) Project management for business and technology
Second edition
-By John m. Nicholas

52. THANKYOU