DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

Unit Topics
Project Management Principles and Strategies, key concepts and principles in project
1
management to describe the roles and responsibilities of the project manager
2 Definition of project and project management, project life – cycle
Planning the project, project planning process , project charter and project plan,
3 work breakdown structure (WBS) techniques, project structuring and
organization.
Estimating Project Costs, organize project activities, resource and time
4
constraints, final project schedule manually or by using automated tools.
Activity sequencing, precedence network diagram, critical path method,
5 program evaluation and review techniques, project scheduling, basics of
scheduling.
Executing the Project, basic needs and requirement of project execution, project
6
tracking and control elements, factor contribute to successful project control.
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Initiating Processes
• Closing Process
• Planning Processes

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

 Initiating
Planning
Executing
Monitoring and
Controlling
Closing

Input Tools and Output

Techniques
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
Scope Management • Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
Schedule Management • Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
Cost Management • Plan Cost Management
• Estimate Costs
• Determine Budget
Quality Management • Plan Quality Management

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

Resource Management • Plan Resource Management
• Estimate Activity Resources
Communication • Plan Communications Management
Management
Risk Management • Plan Risk Management
• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Responses
Procurement Management • Plan Procurement Management

Stakeholder Management • Plan Stakeholder Engagement

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Product Scope: The features and functions that characterize a
product, service, or result.

• Project Scope: The work performed to deliver a product, service, or

result with the specified features and functions. The term “Product
Scope” is sometimes viewed as including product scope.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• The WBS is a hierarchical decomposition of the total scope
of work to be done to accomplish the project objectives and
create the required deliverables.
• Work Package is the lowest level on a WBS with unique
identifier. It is a unit of work that project team needs to do.
The higher levels are used to categorize the work packages.
When you roll them all up into one big WBS, you get a
complete picture of everything that the team will do over
the course of the project.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• A WBS can be structured any way it makes the most sense to
you and your project team. The two most common ways of
visualizing the work are by deliverable or by phase.
• Breaking down the work makes it easier to manage because
it means you are less likely to forget work that need to be
included.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• The WBS doesn’t show the order or any dependencies
between work packages. Its only goal is to show the work
involved in creating the product.
• Work packages can be listed in any order as long as they are
in the right category.
• Each work package is part of control account.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

The WBS dictionary is a document that provides detailed
deliverable, activity, and scheduling information about each
component in the WBS. Most of the information of WBS
dictionary is created by other processes and added to this.
Some items in WBS Dictionary are:
• Code of account identifier, description of work, assumptions
and constraints, responsible organization, Schedule
milestones, associated schedule activities, resources
required, cost estimates, quality requirements, acceptance
criteria, technical reference, and agreement information
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Control Accounts are high level WBS items that are used to
track cost estimates. They do not represent activities or work
packages. They represent the cost of the work packages and
activities that appear under them in the WBS.
• Cost Aggregation is rolling up costs from the work package
level to the control account level so that the numbers can be
followed down through the WBS hierarchy.
• Lifecycle Costing means estimating the money it will take to
support your product or service when it has been released.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

 Project Scope Management
Initiating
Planning • Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
Executing
Monitoring and Controlling • Validate Scope
• Control Scope
Closing
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
 Project Schedule Management
Initiating
Planning • Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
Executing
Monitoring and Controlling • Control Schedule
Closing
DTU/EMBA-401/Jan-2020/Satish Kumar Dubey
• Contingency Reserve: account for "known unknowns" (or simply
"knowns"); these are items you identified in risk management.
Contingency reserves are calculated and become part of the cost
baseline.
• Management Reserve: account for "unknown unknowns" (or simply
"unknowns"); these are items you did not or could not identify in
risk management. Management reserves are estimated (e.g., 5
percent of the project cost), and then these reserves are added to
the cost baseline to get the project budget.
• Projects can have both kinds of reserves.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• The project manager has control of the cost baseline and can
approve use of the contingency reserves, but management
approval is needed to use management reserves.
• Reserves are not an additional cost to a project. The risk
management process should result in a decrease to the projects
estimated time and cost. As risks are eliminated or their probability
or impact reduced, there should be a reduction to the project's
schedule and budget.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

• Contingency reserves are allocated for the contingency plans and
fallback plans to deal with the associated, accepted opportunities
and threats that remain after the risk management planning
processes have been completed.
• No matter what you do, risks will remain in the project, and there
should be a time or cost allotment for them, just as cost or time is
allotted to work activities on the project.

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey

DTU/EMBA-401/Jan-2020/Satish Kumar Dubey