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    To Project Management: - Dr. Karishma Chaudhary

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    To Project Management: - Dr. Karishma Chaudhary

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    Karishma Chaudhary
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    Lecture 1- PM.pptx

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    56 views37 pages

    To Project Management: - Dr. Karishma Chaudhary

    Uploaded by

    Karishma Chaudhary

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 37

    INTRODUCTION

    TO PROJECT
    MANAGEMENT
    - Dr. Karishma Chaudhary
    ALL OF MANKIND’S GREATEST ACCOMPLISHMENTS—
    FROM BUILDING THE GREAT PYRAMIDS
    DEVELOPING CURE FOR
    POLIO
    PUTTING A MAN ON THE
    MOON—BEGAN AS A PROJECT
    MOST AWAITED SUCCESSFUL
    PROJECT- DEVELOPING
    COVID 19 VACCINE?
    WHAT DO THE FOLLOWING
    HEADLINES HAVE IN
    COMMON??
     Citywide WiFi system set to go live
     1000 acre Wind Farm completed
     Apple’s new iPhone hits the market
     City receives stimulus funds to expand light rail system
     All of these events represent projects.
     https://www.pmi.org.in/?id=home
    ACCORDING TO PMI
    WHAT IS A PROJECT?
    A project is an activity that :
    • is temporary having a start and end date
    • is unique
    • brings about change
    • has unknown elements,

    Which therefore create risk


    Generally projects are formed

    • to solve a problem or take advantage of an opportunity.


    • Business as usual activities can often be mistaken for
    projects.
    • Generally it is the uniqueness of the activity that is the
    deciding factor –

    Do we do this every year?


    YOU CAN APPLY PROJECT
    MANAGEMENT TO MANY
    AREAS
     Project management applies to work as well as personal projects
     Project management applies to many different disciplines (IT, construction, finance, sports,
    event planning, etc.)
     Project management skills can help in everyday life

    12
    Project Operations
     Temporary
     On –going
     Unique
     Repetitive
     Closed after attaining objective
     Objective is to sustain business
     Eg- Developing a prototype of a
     Eg mass production
    car
     Idea to build a new design, teams
    come up with a plan, prototype is
    developed
    COMPARISON OF ROUTINE
    WORK WITH PROJECT
    CHARACTERISTICS OF PROJECTS

     A project contains a well defined objective.


    The project objective is defined in terms of scope ( or
    requirements), schedule, and cost.
     A project is carried out via a set of interdependent tasks.
     A project uses various resources to carry out these tasks.
     A project has a definite start date and an expected completion
    date.
    The actual completion date may not always be the same as the
    expected date.
     A project is a one time or unique endeavor.
     A project has a customer.
     So why do projects fail?
    REASON FOR PROJECT
    FAILURE
     Time management- building your house
     Cost management – buying a dress
     Scope – bought a convertible car for driving with wife and had a baby
     Quality- poor quality material can lead to collapsing of infrastructure, poor quality code.
    FACTS
     Only one idea out of four make it to the market
     31% of the IT projects are cancelled before completion
     42% have original features and requirements
    PROJECT CONSTRAINTS

    Project scope – Have all the project requirements (i.e.,


    deliverables) been completed?

     Project cost – Is the cost of the project close to the


    amount the customer has agreed to pay?

     Schedule – Was the project completed on time?


    THE TRIPLE CONSTRAINT OF
    PROJECT MANAGEMENT

    20
    WHY DO PROJECTS FAIL?
    1.Poor project and program management discipline

    2. Lack of executive-level support

    3. Wrong team members

    4. Poor communication

    5. No measures for evaluating the success of the project

    6. No risk management

    7. Inability to manage change


    A project has a degree of UNCERTAINTY.

    In project planning many assumptions are made regarding:

    • access to resources.

    • resource capability.

    • impact of environmental factors.

    These assumptions are not always accurate.

    • Requires project managers to re-assess and trade-offs


    between requirements, costs, and time
    Therefore need for……….
    WHAT IS PROJECT
    MANAGEMENT?
    Project management is “the application of
    knowledge, skills, tools, and techniques to
    project activities in order to meet project
    requirements”

    PMI*, Project Management Body of Knowledge (PMBOK® Guide), 2000, p. 6)


    *The Project Management Institute (PMI) is an international professional society.
    Their web site is www.pmi.org.
    24
    COMMON PROJECT TERMS
    • Deliverables: Tangible ‘things’ that the project produces

    • Milestones: Dates by which major activities are performed.

    • Tasks: Also called Actions. Activities undertaken during the project

    • Risks: Potential problems that may arise

    • Issues: Risks that have happened

    • Gantt Chart: A specific type of chart showing time and tasks.

    • Stakeholder: Any person or group of people who may be affected by your


    project
    PROJECT STAKEHOLDERS
     Stakeholders are the people involved in or affected by project activities
     Stakeholders include
     the project sponsor and project team
     support staff
     customers
     users
     suppliers
     opponents to the project

    26
     Project manager has to integrate various project aspects, like the people, stakeholders, risks,
    communication, and procurements with the project constraints (time, scope, cost, and quality).
    PROJECT LIFE CYCLE
    PROJECT PROCESS GROUPS
     There are 5 process groups, 10 knowledge areas, and 47 project management processes.
     The project management discipline is divided into five broad process groups.
     When a new project starts, it is first in the project initiation phase, moving to planning phase,
    then to execution, followed by monitoring and controlling, and finally it is closed. Project
    execution and monitoring and controlling processes go hand in hand.
     Therefore, when a new project is initiated, all processes of project initiation process group
    should be applied to the project. Similarly, when the project is being closed, all processes of
    project closing group should be applied. For instance, “Identify Risks” is a process of project
    planning group. So when the project is in planning phase, you must identify all the risks of the
    project.
    PROJECT MANAGEMENT FRAMEWORK

    33
     Let us now consider processes. There are 47 processes. These processes might be
    accomplished in the project planning process group and few others in project monitoring and
    controlling process group.
     For example, “Develop Schedule”, one of the processes, is a part of the “Planning” process
    group and the “Project Time Management” knowledge area. Likewise, in “Human
    Resource Management” knowledge area, “Develop Human Resource Plan” process is in
    the project planning group and “Manage Project Team” process is in project execution group.

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