By Muhammad Ali Masood

(Based on CBT)

System Analyst
1

What is Project ?
Temporary
Defined purpose

Begin & End

Human & Other Resources

What is Project Management ?

Application of Skill & Method On time On Budget To Specification

What Do We Need to be Successful ?

Well Defined Scope
Sponsor Authority / Power

Budget
Will

Approval
4

Project Management Body of Knowledge (PMBOK)

Scope Time Cost Quality Human Resource Communication Risk Procurement Management

Integration

Project Life Cycle

Project Management
Over Sight (Check & Balance)

Project Delivery
Where Team Works

Project Management Processes Vs. Project Processes

Initiating Planning Executing
Analysis Design Development Implementation

Monitoring & Controlling

Closing

Project Management Level of Activity (LOA)

10

Benefits of Multiple Interaction

Revalidate the Project
Re-Plan the Project

Introduce Improvements

11

Organization Structures
Framework
Structure

Culture

12

Organizational Framework
Structural
Human Resource

Political
Symbolic
13

Organizational Structure
Functional Project Matrix Weak Strong Balanced
Variation of These

14

Organizational Influence on Project

15

Organizational Culture
Identity Corporate VS. Individual Emphasis Business unit integration Risk tolerance Focus Project / Product / Company Maturity
16

Project Scope Management

17

Define Scope
What is Included?
What is Not included?

18

What is Scope
Not Your Scope
Your Problem Your Project Your Project Plan Materials Required Design

Not Your Project

19

Scope Planning
Level of Detail
Project Environment

Scope Management Plan

20

Project Scope Management

Collect Requirements
Define Scope

Create WBS
Verify Scope

Control Scope
21

Collect Requirement
Define & Document Business Need
Define & Manage Expectations
Fully Understand What Project Wants

22

Requirement Collection Technique

Interviews Focus Group Workshop

Group Technique
Questioner / Survey Observation Prototype
23

Scope Statement
Objectives of the Project Requirements Collected Boundaries of Scope Project Deliverables Acceptance Criteria for Project Deliverables

Assumptions / Constrains
24

Project Deliverables
List Formal Deliverables
Requirements Document(Defining Purpose of Project) Design for Development of Product

Final Product of the Project

Provide Description of Deliverables

Think Quantitative to Remove Ambiguity

25

Acceptance Process
Who is Going to Accept Which Deliverable How will it be Measured (Criteria) What ???
is the Acceptance Process
is Flow of Acceptance Process is Acceptable is OK
26

Create Work Break Down Structure (WBS)

Initially Deliverable Based
Decomposition to Work Required

Preferably Use a Template

27

28

Scope Verification
Working with Stakeholders to Ensure the Formal Acceptance

of EACH Deliverable by Applying the Appropriate Measuring

Criteria
Manage the Environment for Scope Verification:
Timeline (Reasonable / Realistic)
Turn Around (Consolidated Comments on Reviewed Document

by Multiple Reviewers)
Interim Acceptance Process (No Further Changes in Accepted

parts of Documents)
Change Accordingly & Re-submit
29

Scope Control
Manage Change
Document Change Get Approval for Every Change

Integrate Change
Schedule Aspects Risk Aspects Cost Aspects Team / Human Resource Aspects

Maintain Change Request log

30

Integrate change
Update Plan
Update Schedule

Update Budget
Report on Change

31

Project Time Management

32

Project Time Management

Define Activities Sequence Activities Estimate Activities Resources Estimate Activity Duration Develop Schedule Control Schedule
33

Activity Definition
Document Work to be Done / Performed Converts Deliverables Based WBS into Activity

Based WBS
Deliverable Base WBS is Dependent on Multiple Resources Activity Base WBS Further Decomposes Deliverable Base

WBS to One Resource for One Activity / Work Package

34

Rolling Wave Planning

Defines overall estimation of work required

Second Level define estimated deliverable in bird eye view

Deliverable
Third Level only give overview for development / final product

Work T1 T2 T3 (Lowest Level) T4 T5 T6

Analysis

Design

(Middle Level) D1 D2 D3 D4 D5

Development (Highest Level)

Initially only analysis is done in detail for immediate phase of the project
35

Activity Sequence
Defining Dependencies Avoid Optional Dependencies Always Define Mandatory Dependencies Dependency Types Finish -> Start (Most Common) Finish -> Finish Start -> Start Start -> Finish Lead -> Allowed time before finish of predecessor Lag -> Mandatory time delay between two activities
36

Dependency Diagram
Activity on Node (AON) -> Precedence Diagram
Activity

2
Start

3 5

End

Dependency

37

Dependency Diagram
Activity on Arrow
Dummy Activity

2
Start

4 6
End

1 3

5
Activity

38

Activity Resource Estimation

What Resources are Required? How Much Resources are Required? When Resources are Required?
Understanding what is required to complete the project from Project Scope Statement / Project Blueprint

39

Activity Duration Estimate

Identifying the Amount of Work Required to

Complete the Project

Duration Estimates are Based on Team Consider the Availability of Resources
Define actual effort rather than the Duration based on the resources available
40

Resource Availability
40 Hours
Why?
Sick Read E-mail Mandatory Vocations Attend Department Meeting

40 Hours

Depends on Duration of the Project

41

Duration Estimation
Calculated or Wild Guess Analogues (Same as last Project / Task) Parameter Driven (Historical Data Calculation, Resources Consumed x Units Required to be Produced) Utilize Multiple Estimators & Compare (Ideal)
PERT -> Develop Multiple Estimates

(P + 4M + O) / 6 = Actual Project Estimate (P) -> Pessimistic (Negative / Sunk Project) (O)-> Optimistic (Positive / Perfect Project) (M)-> Most likely (Realistic /Average Project)
42

Schedule Development
WBS
Dependencies Estimated

Schedule (Finalization Required)

Iteration required based on WBS, dependencies & estimates

43

Control Schedule
Understand What good schedule is?
Tracking the Status of the Project

Proactively Managing the Schedule

44

Critical Path
Path on Dependency Diagram through Project that has

Longest Duration
3
Start

2
6 4 4 6

1 5
End

Slake -> Time difference between critical path & not critical

path . The closer to 0 means near critical path, far from 0 means far from critical path
45

Resource Leveling
Ensuring Optimal Team Size
COCOMO Mathematical Model Guess / Expert Opinion

Full Utilization of Resources

46

47

Schedule Control
Track the Progress (Weekly status report)
Integrate Changes (Update the project plan accordingly)
Manage Against the Baseline Based on Facts of Activity

Report

48

Schedule Compression
Fast Track -> What to do to Make it Faster
Change Dependencies Add Resources

Crash -> What to do to Change the

Environment
Add Tools Change Estimates

Need to focus at critical path tasks

49

Project Cost Management

50

Project Cost Management

Estimate Costs -> Determine Individual Elements Determine Project Budget -> Summary of Costs

Involved
Control Costs
Divide Budget According to Timeline

Cash Flows

51

Estimates Costs
Costs for Each WBS Element Based on Resources
Team Material

Supplies

Lifecycle Costing
Examining Trade Off -> Spending More Now and Less

Later
52

Cost Elements
Direct Costs
Indirect Costs Fixed Costs Variable Costs

53

Costs Variability
Change Over Time (Cost per Unit Changes Over Time)
Change Over Volume
(Requirement can change & more

Units can be required to be

produced)

54

Estimating Technique
Analogues (Same as Task Done Previously) Unit Cost Based Effect (Direct Cost + Indirect Cost) x Effort Parametric (Unit x Cost) Vendor Bids / Fixed Price

55

Develop Budget
Aggregate Costs -> All Costs
Cash Flow Management
(Estimate Cash Requirement by Certain Time, month by month)

Cost Baseline for all Future Cost Measurements

(On Budget if according to cost baseline, unless approved changes impact)

Contingency -> Reserves / Cater for Unknown

Level of Precision Always Round the Numbers According to the Size of project Degree of Confidence 56

Project Budget Accounting

Present Value (PV) (Present Value of Money in future) Net Present Value (Present Value Present Cost = Return) Rate of Return (ROR) (For Investment Decision) Payback Period (According to the Length f the Project) Expected Rate of Return Inflation Rate Interest Rate

Based on time required for project completion

57

Cost Control
Manage Cost Baseline
Manage Variance
(Estimated VS. Actual Cost based on Resources Applied / Required)

Managing Budget Performance (How are You Doing)

58

Managing Baseline
Approve all Changes -> Review & Actively Manage Costs Manage Changes Get Changes Approved & Update Project Baseline Estimate Variances (Admit bad estimates if any) Review Periodically Based on the Time Required for Project Completion
Cost Variance

Price per Unit may Change Units required may Change

59

Cost Baseline

60

Manage Variance
Gather Facts About Variance Variance Analysis (Analysis between Actual & Estimated) Trend Analysis (On Budget Means Project is Within Tolerable Limits)

61

Manage Budget Performance

Budget VS. Schedule

On Time Ahead Ahead Behind Behind

On Budget Under (Positive Impact) Over Under Over (Negative Impact)

62

What Does Project Management Software Do for You?

Define WBS Define Resources Assign Resources to WBS Assign Estimates to Resources

63

Project Quality Management

64

Project Quality Management

Plan Quality
Perform Quality Assurance

Perform Quality Control

65

What is Quality?
Conference to Requirements / Standard
Fit for Use / Utilization

66

Relation to Other Quality Standards

ISO TQM Juran Crosby

Six Sigma
Customer Satisfaction

Deminy

Prevention VS. Inspection

Doing the Right things Right First Time

Continuous Improvement
67

Quality Planning
Define Quality Standards for Project /

Deliverable
Build Quality (Prevention VS. Inspection)

68

Prevention VS. Inspection

Sooner the Better
Difference Between Prevention & Inspection

Which is More Costly

69

70

Quality Assurance
Doing the Right Things
(Ensuring that quality guidelines are followed accordingly)

Doing the things Better

Check & Recheck the Activities
Root Cause Analysis Continuous Improvement

71

Quality Control
Producing the Right Results (Fitness for Use) Processes Used
Testing Inspection Sampling Statistical Control
72

Cause & Effect Diagram

Also Known as Fishbone Diagram

73

Pareto Chart

(80:20 Rule)

74

Control Chart ((Rule of 7 Trend)

75

Six Sigma
1 Sigma 68.26% 2 Sigma 95.46% 3 Sigma 99.73%

. . 6 Sigma 99.99% (1 Defect per 10,000 Units Produced)

76

Other Quality Control Tools

Run Charts
Scatter Diagram

Sampling
Inspection

Defects Review
77

Project Human Resource Management

78

Project Human Resource Management

Develop Human Resource Plan
Acquire Project Team

Develop Project Team

Manage Project Team

79

Personality Types
Introvert
Extrovert

Motivator
Thinker

Director
80

Human Resource Planning

Develop Project Organizational Chart
Define Roles & Responsibilities

Develop Project Staffing Plan

81

Roles & Responsibilities

Project Manager
Stake Holder Senior management Sponsor / Acceptor Functional Manager Team
82

Staffing Plan

Who is Needed / What Skills are Required When Needed? How Many Needed? How Long Needed? If Project is of Long Time Period, Consider:
Transition Plan Staff Rotation Plan Authority

Skills
Resources
83

Acquire Project Team

Staff Project Team
Match Availability to Plan

Be Prepared to Re-Plan

84

Develop the Team

Training Motivation Conflict Management Problem Solving

Stages of Team Development Forming Storming Norming Performing

85

Project Manager Powers

Formal
Reward

Penalty
Expert

Referent
86

Manage Team
Manage Performance
Performance Review

360 Degree Review

87

Managing Virtual Teams

Define the Rules
Adhere to the Rules

Make it Work

88

Project Communication Management

89

Project Communication Management

Identification of Stakeholders
Plan Communication

Distribute Information
Manage Stakeholders expectation

Report Performance
90

Identify Stakeholders
Stakeholders Analysis Stakeholders Register / Registration Management Strategy
High Satisfy Power Manage

Monitor Interest

Inform High
91

Low

Planning
Determine Information Requirement
Define WHO Define WHAT
Team Management Sponsor
Detail Summary Status Issues

Define HOW

Formal Informal

Define Communication Management Plan

(Process Definition to meet the Communication Requirement)

92

Communication Process
Sender -> -> -> -> -> Receiver
Medium Voice E-mail Formal Informal

Encode Message

Decode Message

Noise Cultural Physical Mistakes Presentation

93

Common Consideration in Communication Management

Medium of Communication
Type of Communication

Distance
Time

94

Communication Channel
Formula

= {Number of Participants (N) x (N-1)} / 2 = {N x (N-1)} / 2

Minimize Communication Channels

95

Guideline for Effective / Efficient Communication

Templates Standard Implementations Procedures

Make it Easy

96

Communication Management Plan

Stakeholders Requirements
Information Requirements

Responsibilities
Methods

Frequency of Communication
97

Distribute Information
What to Distribute?
How to Distribute?
Right Information
Right Time

Right Format
98

What Needs to be Communicated

Project Status
Plan Updates

Team Performance
Meeting Schedule

Problems
99

How to Communicate Effectively

In Person Telephonically Reports

Presentations
E-mail Project Website Instant Messenger
100

Managing Stakeholders Expectation

Communicate
Follow-up / Issue Log

Consistency

101

Performance Reporting
Weekly Status
Monthly Status

Milestone / Progress

102

Provide Access
LAN Directories
Project Website

Project Binders

103

Meetings
Agenda (Inform in Advance)
Attendance (Right People Attend the Meeting) Follow-Up / Action Items On Time Minutes of Meetings
104

Project Risk Management

105

Project Risk Management

Plan Risk Management
Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Monitor & Control Risks
106

Project Risk Identification

What are Risks?
Uncertain Unplanned

Positive / Negative Impact

Why do Risk Management?

Change Probability

Change Impact

Risk Management -> Dealing with Unknown

107

Risk Management Planning

Stakeholders Analysis
Seeker Avoider

Corporate Factors (Organizational Attitude Towards Risk) History / Experience of the Organization
Risk Profile

108

Risk Identification
Unknown Risks
(Require Contingency Reserves)

Known Risks
(Require Risk Specific Reserves / Buffer)

109

Source of Risk
Technology Team Scope Business Economy Competition

Always Allocate Additional Resources for Unknown Risks

110

Risk Identification Technique

Brain Storming Delphi Technique (Consult Experts) Interview Stakeholders Root Cause Analysis SWOT Analysis Experience
Your Team Organizations
111

Project Risk Analysis

Qualitative Risk Analysis
Quantitative Risk Analysis

Response Planning

112

Qualitative Risk Analysis

Probability Impact
Impact Matrix

Time Line to Which Risk will Impact (Near

Future / Future)

Focus on Right Risks

113

Probability Impact Matrix

Impact High Medium Low

Probability Low

Medium

High

114

Quantitative Risk Analysis

Reserved for High Risks
Numeric Impact

Monte Carlos Simulation (Software)

Decision Tree

115

Quantitative Risk Analysis (Example)

116

Decision Tree

117

Risk Response Planning

Avoid -> Change the Plan
Transfer -> Make it Some one Else Problem Mitigate -> What can be Done to Minimize the

Impact
Accept ->Allocate the Contingency Resources

118

Monitor Known Risks

Analyze the Risk Register Project Time Line
Prioritizing Risk According to Time, Probability &

Impact
Focus on Immediate Risks

119

Identify /Watch for New Risks

Scope Changes Schedule Changes Environment Changes Ask Your Stakeholders

120

Manage the Contingency

Known Risks Unknown Risks / Unplanned Risks Keep If Project is Nearing General Completion and Risk Allocate Resources for Allocate Each Known Risk & Provision of

Utilize the Accordingly Contingency Resources Unutilized

Reserves are Available

now is the Time to Use them on Unplanned

Risks

121

Project Procurement Management

122

Project Procurement Management

Plan Procurement Conduct Procurement Administer Procurement Close Procurement

123

Plan Procurement
What to Procure
How to Procure

When to Procure
How Much to Procure

124

Conduct Procurement
Plan Contracting
Request Seller Responses (Quotations / Tender)

Select Sellers

125

Request Seller Response

Issue Request for Response
Clarification of Procurement Requirements

Bidder Conference

126

Select Seller
Evaluate Response Multiple Evaluators Technical Evaluation Financial Evaluation
Contract Legal Binding Statement of Work
127

Contract Type
Cost Reimbursement (As per Vendor)
Time & Material (As per Market)

Fixed Price (As Per Tender)

Purchase Order

128

Plan Contracting
Request For Proposal / Request For

Information / Request For Quotation

Scope of Procurement (As per Procurement

Plan
Evaluation Criteria (Financial / Technical)
129

Contract Administration
Contract Compliance
Payment Conditions
Schedule Procurement Completion Criteria Quality Standard

Change Management (Define Mechanism)

130

Contract Closure
Final Acceptance
Final Payment

Return of Property
Documentation of Lessons Learned

131

Project Integration Management

132

Project Integration Management

Develop Project Charter Develop Project Management Plan Direct & Manage Project Execution Monitor & Control Project Execution / Work Perform Integrated Change Control

Close Project / Phase

133

Project Charter
Define Business Requirements (Define What) High Level Feasibility Justification Secure Formal Commitment from Senior Management

/ Sponsor

134

135