PROJECT

MANAGEMENT
MODULE 1

FUNDAMENTALS OF
PROJECT MANAGEMENT
What is a Project?
• A project is a multitask job with
performance, cost, time, and scope
requirements and is done only one time.
• one-time job
• definite starting and ending time
• having a budget of costs
• clearly defined scope or magnitude of
work to be done
• specific performance requirements
Why Manage Projects?
• Need to optimize project resources
• Need to maintain times and schedules
• Manage increased complexity of the
business
• Need to have a competitive advantage
• time-based and cost-based competition -
get the product or service to market faster
than anyone else – at least cost
Project Failures
The Standish Group has found:
• Only 17 percent of all US software projects
meet the original performance, cost, time,
and scope (PCTS) targets
• 50 percent must have the targets
changed—as they are late and overspent
• 33 percent are actually canceled
amounting to a loss of $80 billion per year
on canceled projects – 1994 figures.
• In 2001, Loss is $140 billion on canceled
and over-budget projects each year.
Why Projects Fail?
• Project management is facilitating the
planning, scheduling, and controlling of
all activities that must be done to achieve
project objectives.
• These objectives include the PCTS targets
• Performance(P)
• Cost(C)
• Time(T)
• scope (S)
• we cannot control all four simultaneously!
Why Projects Fail?
• Client demands of a project to finish by a
certain time, within budget, and at a given
magnitude or scope, while achieving
specific performance levels.
• In other words, Dictating all four project
constraints does not work!
• We know that: C = f(P, T, S)
• The client can assign values to any three
variables, but the project manager must
determine the remaining one.
How project management
can help?
The project Manager cannot plan the project
for the team - attempts to do that result in
entire project plans falling apart!
The project manager should:
• Be an enabler
• Help team members completing work
• run interference for them
• get scarce resources that they need
• buffer them from disruptive forces
• Plan, Schedule, Control, and lead!
Project Management is Not
Just Scheduling
What needed is:
• Shared understanding of what the project
is supposed to accomplish
• Constructing a good Work Breakdown
Structure (WBS) to identify all the work
that is to be done.
Without project management, a detailed
schedule only allows one to document the
failures with great precision!
Steps in Managing a Project
• Define the Problem
• Develop Solution Options
• Plan the Project
• Execute the Plan
• Monitor & Control Progress
• Close Project
The Planning Step
Plan the Project
• What must be done?
• Who will do it?
• How will it be done?
• When must it be done?
• How much will it cost?
• What do we need to do it?
The Steps in Managing a
Project
Monitor & Control Progress
• Are we on target?
• If not, what must be done?
• Should the plan be changed?

Close Project
• What was done well?
• What should be improved?
• What else did we learn?
The Project Management
Body of Knowledge Areas
i) Project integration management
• ensures that the project is properly
planned, executed, and controlled -
includes the exercise of formal project
change control.
ii) Project scope management
• authorizing the job, developing scope
statement defining project boundaries,
subdividing the work, verifying the
achievement of the scope, implementing
scope change control procedures.
The Project Management
Body of Knowledge Areas
iii) Project time management
• developing a schedule that can be met,
then controlling work to ensure that it is!

iv) Project cost management

• estimating the cost of resources,
including people, equipment, materials,
and travel and support details. Costs are
budgeted and tracked.
The Project Management
Body of Knowledge Areas
v) Project quality management
• Meet deadlines while meeting Quality
• Quality assurance - planning to meet
quality requirements
• Quality control - steps to monitor results
to see that they conform to requirements.
vi) Project human resource management
• identifying people needed – define roles,
responsibilities, reporting relationships.
• acquiring people and managing them.
The Project Management
Body of Knowledge Areas
vii) Project communications management
• Plan, execute, control the acquisition and
dissemination of information to all project
stakeholders
• Status, accomplishments, events.
viii) Project risk management
• Systematic process of identifying,
analyzing, and responding to project risk.
• Maximize probability and consequences of
positive events - Minimize for adverse
events
The Project Management
Body of Knowledge Areas
ix) Project procurement management
• manage the logistics
• decide what must be procured, issue
request, select vendors, administer
contracts, and close them when required.
Key Points to Remember
• A project is a one-time multitask job that
has definite starting and ending points, a
well-defined scope of work, a budget, and
a temporary team that will be disbanded
once the job is finished.
• A project is also a problem scheduled for
solution.
• Project management is facilitation of the
planning, scheduling, and controlling of
all activities that must be done to achieve
project objectives.
Key Points to Remember
• All projects are constrained by
Performance, Time, Cost, and Scope
requirements. Control only 3 of them – the
project team must determine the fourth.
• Projects tend to fail because teams do not
take time to ensure that they have
developed a proper definition of the
problem being solved.
• The major phases of a project include
concept, definition, planning, execution
and control, and closeout.
MODULE 2

PROJECT
PLANNING
 PROJECT PLANNING

• Planning the project work.

• Planning the manpower and organization.
• Planning the money.
• Planning the information system for
project monitoring and control.
Different levels of project
planning

• Project Plans
• State Plans
• Detailed Plans
• Individual Work Plans
• Exception Plans
The Project Manager
• Special skill sets required
• Leadership
• Communication Capability
• Problem Solving Capability
• Negotiating Capability
• Influencing the Organization
• Mentoring
• Process and technical expertise
The Project Management
Process
• 9 Knowledge areas:-

• Project integration management

• Scope
• Time
• Cost
• Quality
• Human resource
• Communications
• Risk
• Procurement
 Project Management
Process
Things to remember

• Each project is a unique with respect to

its requirements, size and complexity.

• Project management needs rigour and it

should be formal

• A project manager has to juggle between

faster delivery, reduced risk, increased
visibility to the costumer, cost and quality.
 The Four Critical Project
Dimensions
People
• “Its always a people Problem” - Gerald
Weinberg, “The Secrets of Consulting”.
• Employee Productivity
• Team Selection
• Team Organization
• Motivation
• Matching people to tasks
• Career development
• Clear communication environment.
 The Four Critical Project
Dimensions
Process
• Management Perspective and Technical
Perspective – a middle path is required.
• Quality assurance and risk assessment
• Lifecycle planning
• Avoidance of abuse
• Customer orientation
• Process maturity improvement
• Rework avoidance.
 The Four Critical Project
Dimensions
Product
• Product size management
• Product characteristics and requirements
• Avoid “requirement creep”
Technology
• Tool selections and choice of language of
implementation
• Obsolescence, Value and Cost of reuse
• Scalability and interoperability
 Project Team Organization
Centralized-control team organization
• Hierarchical organization structure
• Works well with tasks that are simple and
success depends on heroism.
• Useful when finishing the project is more
important than team morale.
• Chief programmer team
– Chief programmer- design & technical
– Project manager- administrative matters
– Software librarian & other programmers
– Specialists as consultants
 Project Team Organization
Decentralized-control team organization
• Egoless programming - Consensus and
group work
• Team members review each other's work
and are responsible as a group
• No hierarchy
• Higher morale and job satisfaction
• Suited for long-term, less understood and
more complicated projects
• Not suited for large teams because of
communication overhead
• futile search of a perfect solution to please
everyone!
MODULE 3

PERT/CPM
 Project Definition
• A "Project" is a set of unique activities ending
with specific accomplishment having non-
routine tasks, distinct start/finish dates, and
resource constraints (time, money, people).
• Tasks have start and end points, have a
duration, and are significant (not "going to
library", but rather, "search literature")
• Milestones are checkpoints for a project -
used to catch scheduling problems early.
• Work breakdown structure (WBS) is a
categorized list of tasks with an estimate of
resources required to complete the task.
Project Network Diagram
2. Analyse 2 5. Constraints
4 wks 1 wk

4. Database
4 wks
5
1

1. Find Needs
3
3 wks
Dummy
0 wk
4
3. Define
3 wks
Case Study: A Project
Management Example
Activity Activity name Time Precedence

-
1. Find information needs 3 weeks
-
2. Analyse store operations 4 weeks
3. Define subsystems 3 weeks 1
4. Develop database 4 weeks 1
5. Identify constraints 1 week 2
6. Develop programs 10 weeks 3,4,5
7. Write manual 10 weeks 2
8. Integration and test 3 weeks 6
9. Implementation 2 weeks 7,8
Project Network Diagram
2
7. Manual
10 wks
2. Analyse
4 wks
5. Constraints
7
1 wk 9. Implement
2 wks

6. Program
8
4. Database 10 wks
1 5
4 wks
8. Int. & Test
3 wks
3
1. Find Needs
3 wks Dummy 6
0 wk
3. Define
3 wks
4
Project Network Diagram
Define Subsystems

Find Infromation Needs 3 3w Develop Programs

7/7/03 7/25/03
1 3w 6 10w
6/16/03 7/4/03 Develop Database 8/4/03 10/10/03

4 4w
7/7/03 8/1/03
Integration and Test

Analyse Store Operations Idnetify Constraints 8 3w

10/13/03 10/31/03
2 4w 5 1w
6/16/03 7/11/03 7/14/03 7/18/03

Write Manual Implementation

7 10w 9 2w
7/14/03 9/19/03 11/3/03 11/14/03
 Early and Late Schedule
Activity Activity Name Activity Early Early Late Late
No. duration Start Finish Start Finish
(ES)wks (EF)wks (LS) (LF)
wks wks
1. Find information 3 weeks 0 3 0 3
needs
2. Analyse store 4 weeks 0 4 2 6
operations
3. Define 3 weeks 3 6 4 7
subsystems
4. Develop database 4 weeks 3 7 3 7

5. Identify 1 week 4 5 6 7
constraints
6. Develop programs 10 weeks 7 17 7 17

7. Write manual 10 weeks 4 14 10 20

8. Integration and 3 weeks 17 20 17 20

test
9. Implementation 2 weeks 20 22 20 22
GANTT Chart
Jul Sep Nov
ID Task Name 6/8 6/29 7/20 8/10 8/31 9/21 10/12 11/2 11/23 12/14
1 Find Information Needs
3w
2 Analyse Store Operations
4w
3 Define Subsystems
3w
4 Develop Database
4w
5 Identify Constraints
1w
6 Develop Programs
10w
7 Write Manual
10w
8 Integration and Test
3w
9 Implementation
2w
The complete Case
Activity Name Duration Precedence
Number Relationships
A Find information needs 3 weeks -

B Analyse store operations 4 weeks -

C Define subsystems 3 weeks A

D Develop database 4 weeks A

E Identify constraints 1 week B

F Develop programs 10 weeks C,D,E

G Write manual 10 weeks B

H Integration and test 3 weeks F

I Implementation 2 weeks G,H

The complete Case
a) Draw the project network. Find Early and
Late Schedule for each of the activities. Find
out the project completion time and the
critical path.
b) If only one analyst is available to carry out
the activities 3 and 4, i.e. activity 4 cannot be
started until activity 3 is completed, will
there be any change in the network? If so,
find out the new project completion time.
c) If the activity 7, i.e. write manual, cannot be
started unless the programs are developed
(i.e. activity 6 is completed), will there be a
change in the project completion time ? If
so, then by how much ?