Introduction to Project Management

Dr. Md. Mostafizur Rahman

Assistant Professor
Department of Urban Regional Planning, RUET
 What is a Project
❑ A project is a temporary endeavor undertaken to create a unique product,
service, or result. The temporary nature of projects indicates that a
project has a definite beginning and end.
❑ The end is reached when the project’s objectives have been achieved or
when the project is terminated because its objectives will not or cannot
be met, or when the need for the project no longer exists.
❑ Every project creates a unique product, service, or result. The outcome
of the project may be tangible or intangible.
❑ Although repetitive elements may be present in some project
deliverables and activities, this repetition does not change the
fundamental, unique characteristics of the project work.
❑ For example, office buildings can be constructed with the same or
similar materials and by the same or different teams.
❑ However, each building project remains unique with a different location,
different design, different circumstances and situations, different
stakeholders, and so on.
 Project Life Cycle
❑ A project life cycle is the series of phases that a project passes through
from its initiation to its closure. The phases are generally sequential, and
their names and numbers are determined by the management and control
needs of the organization or organizations involved in the project, the
nature of the project itself, and its area of application.
❑ The phases can be broken down by functional or partial objectives,
intermediate results or deliverables, specific milestones within the
overall scope of work, or financial availability.
❑ Phases are generally time bounded, with a start and ending or control
point.
 Characteristics of the Project Life cycle
❑ Projects vary in size and complexity. All projects can be mapped to the
following generic life cycle structure (see Figure 2-8):
❑ Starting the project,
❑ Organizing and preparing,
❑ Carrying out the project work, and
❑ Closing the project.
 Characteristics of the Project Life cycle
❑ The generic life cycle structure generally displays the following
characteristics:
❑ Cost and staffing levels are low at the start, peak as the work is carried
out, and drop rapidly as the project draws to a close. Figure 2-8
illustrates this typical pattern.
❑ The typical cost and staffing curve above may not apply to all projects.
A project may require significant expenditures to secure needed
resources early in its life cycle, for instance, or be fully staffed from a
point very early in its life cycle.
❑ Risk and uncertainty (as illustrated in Figure 2-9) are greatest at the start
of the project. These factors decrease over the life of the project as
decisions are reached and as deliverables are accepted.
❑ The ability to influence the final characteristics of the project’s product,
without significantly impacting cost, is highest at the start of the project
and decreases as the project progresses towards completion. Figure 2-9
illustrates the idea that the cost of making changes and correcting errors
typically increases substantially as the project approaches completion.
 Characteristics of the Project Life cycle
❑ Within the context of the generic life cycle structure, a project manager
may determine the need for more effective control over certain
deliverables or that certain deliverables are required to be completed
before the project scope can be completely defined.
❑ Large and complex projects in particular may require this additional
level of control. In such instances, the work carried out to complete the
project’s objective may benefit from being formally divided into phases.
 Project Management Process?
❑ Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements.
❑ It is the discipline of carefully projecting or planning, organizing,
motivating and controlling resources to achieve specific goals and meet
specific success criteria.
❑ The primary challenge of project management is to achieve all of the
project goals and objectives while honoring the preconceived
constraints.
❑ This application of knowledge requires the effective management of the
project management processes
❑ A process is a set of interrelated actions and activities performed to
create a pre-specified product, service, or result. Each process is
characterized by its inputs, the tools and techniques that can be applied,
and the resulting outputs.
 Project Management Process?
❑ Project management processes are grouped into five categories known
as Project Management Process Groups. These are as follows:
❑ Initiating: Those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the
project or phase.
❑ Planning: Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain
the objectives that the project was undertaken to achieve.
❑ Executing: Those processes performed to complete the work defined in
the project management plan to satisfy the project specifications.
❑ Monitoring and controlling: Those processes required to track, review,
and regulate the progress and performance of the project; identify any
areas in which changes to the plan are required; and initiate the
corresponding changes.
❑ Closing: Those processes performed to finalize all activities across all
Process Groups to formally close the project or phase.
 Project Management Knowledge Areas
❑ The project management processes are grouped into ten separate
Knowledge Areas. A Knowledge Area represents a complete set of
concepts, terms, and activities that make up a professional field, project
management field, or area of specialization.
❑ These ten Knowledge Areas are used on most projects most of the time.
Project teams should utilize these ten Knowledge Areas and other
Knowledge Areas, as appropriate, for their specific project.
❑ The Knowledge Areas are: Project Integration Management, Project
Scope Management, Project Time Management, Project Quality
Management, Project Human Resource Management, Project
Communications Management, Project Risk Management, Project
Procurement Management and Project Stakeholder Management.
Project Management Knowledge Areas
Project Management Knowledge Areas
 Project Integration Management
❑ Project Integration Management includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes
and project management activities within the Project Management
Process Groups.
❑ In the project management context, integration includes characteristics
of unification, consolidation, communication, and integrative actions
that are crucial to controlled project execution through completion,
successfully managing stakeholder expectations, and meeting
requirements.
 Project Scope Management
❑ Project Scope Management includes the processes required to ensure
that the project includes all the work required, and only the work
required, to complete the project successfully.
❑ Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project.
 Project Time Management
❑ Project Time Management includes the processes required to manage the
timely completion of the project. Project Time Management process are
as follows:
❑ Plan Schedule Management—The process of establishing the policies,
procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule.
❑ define Activities—The process of identifying and documenting the
specific actions to be performed to produce the project deliverables.
❑ Sequence Activities—The process of identifying and documenting
relationships among the project activities.
❑ Estimate Activity resources—The process of estimating the type and
quantities of material, human resources, equipment, or supplies required
to perform each activity.
 Project Time Management
❑ Estimate Activity durations—The process of estimating the number of
work periods needed to complete individual activities with estimated
resources.
❑ develop Schedule—The process of analyzing activity sequences,
durations, resource requirements, and schedule constraints to create the
project schedule model.
❑ control Schedule—The process of monitoring the status of project
activities to update project progress and manage changes to the schedule
baseline to achieve the plan.
 Project Cost Management
❑ Project Cost Management includes the processes involved in planning,
estimating, budgeting, financing, funding, managing, and controlling
costs so that the project can be completed within the approved budget.
❑ Project Cost Management processes:
❑ Plan cost Management—The process that establishes the policies,
procedures, and documentation for planning, managing, expending, and
controlling project costs.
❑ Estimate costs—The process of developing an approximation of the
monetary resources needed to complete project activities.
❑ determine Budget—The process of aggregating the estimated costs of
individual activities or work packages to establish an authorized cost
baseline.
❑ control costs—The process of monitoring the status of the project to
update the project costs and managing changes to the cost baseline.
 Project Quality Management
❑ Project Quality Management includes the processes and activities of the
performing organization that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs for which it was
undertaken.
❑ Project Quality Management uses policies and procedures to implement,
within the project’s context, the organization’s quality management
system and, as appropriate, it supports continuous process improvement
activities as undertaken on behalf of the performing organization.
❑ Project Quality Management works to ensure that the project
requirements, including product requirements, are met and validated.
❑
 Project Quality Management
❑ Project Quality Management processes includes the following :
❑ Plan Quality Management—The process of identifying quality
requirements and/or standards for the project and its deliverables and
documenting how the project will demonstrate compliance with quality
requirements.
❑ Perform Quality Assurance—The process of auditing the quality
requirements and the results from quality control measurements to
ensure that appropriate quality standards and operational definitions are
used.
❑ control Quality—The process of monitoring and recording results of
executing the quality activities to assess performance and recommend
necessary changes.
 Project Human Resource Management
❑ Project Human Resource Management includes the processes that
organize, manage, and lead the project team.
❑ The project team is comprised of the people with assigned roles and
responsibilities for completing the project.
❑ Project team members may have varied skill sets, may be assigned full
or part-time, and may be added or removed from the team as the project
progresses.
❑ Project team members may also be referred to as the project’s staff.
Although specific roles and responsibilities for the project team
members are assigned, the involvement of all team members in project
planning and decision making is beneficial.
❑ Participation of team members during planning adds their expertise to
the process and strengthens their commitment to the project.
 Project Human Resource Management
❑ Project Human Resource Management processes are as follows:
❑ Plan Human resource Management—The process of identifying and
documenting project roles, responsibilities, required skills, reporting
relationships, and creating a staffing management plan.
❑ Acquire Project team—The process of confirming human resource
availability and obtaining the team necessary to complete project
activities.
❑ develop Project team—The process of improving competencies, team
member interaction, and overall team environment to enhance project
performance.
❑ Manage Project team—The process of tracking team member
performance, providing feedback, resolving issues, and managing
changes to optimize project performance.
 Project Communications Management
❑ Project Communications Management includes the processes that are
required to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control, monitoring, and the
ultimate disposition of project information.
❑ Project managers spend most of their time communicating with team
members and other project stakeholders, whether they are internal (at all
organizational levels) or external to the organization.
❑ Effective communication creates a bridge between diverse stakeholders
who may have different cultural and organizational backgrounds,
different levels of expertise, and different perspectives and interests,
which impact or have an influence upon the project execution or
outcome.
 Project Risk Management
❑ Project Risk Management includes the processes of conducting risk
management planning, identification, analysis, response planning, and
controlling risk on a project.
❑ The objectives of project risk management are to increase the likelihood
and impact of positive events, and decrease the likelihood and impact of
negative events in the project.
 Project Risk Management
❑ Project Risk Management processes are as follows:
❑ Plan risk Management—The process of defining how to conduct risk
management activities for a project.
❑ Identify risks—The process of determining which risks may affect the
project and documenting their characteristics.
❑ Perform Qualitative risk Analysis—The process of prioritizing risks
for further analysis or action by assessing and combining their
probability of occurrence and impact.
❑ Perform Quantitative risk Analysis—The process of numerically
analyzing the effect of identified risks on overall project objectives.
❑ Plan risk responses—The process of developing options and actions to
enhance opportunities and to reduce threats to project objectives.
❑ control risks—The process of implementing risk response plans,
tracking identified risks, monitoring residual risks, identifying new
risks, and evaluating risk process effectiveness throughout the project.
 Project Procurement Management
❑ Project Procurement Management includes the processes necessary to
purchase or acquire products, services, or results needed from outside
the project team. The organization can be either the buyer or seller of the
products, services, or results of a project.
❑ Project Procurement Management includes the contract management
and change control processes required to develop and administer
contracts or purchase orders issued by authorized project team members.
❑ Project Procurement Management also includes controlling any contract
issued by an outside organization (the buyer) that is acquiring
deliverables from the project from the performing organization (the
seller), and administering contractual obligations placed on the project
team by the contract.
 Project Procurement Management
❑ Project Procurement Management includes the processes necessary to
purchase or acquire products, services, or results needed from outside
the project team. The organization can be either the buyer or seller of the
products, services, or results of a project.
❑ Project Procurement Management includes the contract management
and change control processes required to develop and administer
contracts or purchase orders issued by authorized project team members.
❑ Project Procurement Management also includes controlling any contract
issued by an outside organization (the buyer) that is acquiring
deliverables from the project from the performing organization (the
seller), and administering contractual obligations placed on the project
team by the contract.
 Project Procurement Management
❑ Project Procurement Management processes include the following:
❑ Plan Procurement Management—The process of documenting project
procurement decisions, specifying the approach, and identifying
potential sellers.
❑ conduct Procurements—The process of obtaining seller responses,
selecting a seller, and awarding a contract.
❑ control Procurements—The process of managing procurement
relationships, monitoring contract performance, and making changes
and corrections as appropriate.
❑ close Procurements—The process of completing each project
procurement.
 Project Stakeholder Management
❑ Project Stakeholder Management includes the processes required to
identify the people, groups, or organizations that could impact or be
impacted by the project, to analyze stakeholder expectations and their
impact on the project, and to develop appropriate management strategies
for effectively engaging stakeholders in project decisions and execution.
❑ Stakeholder management also focuses on continuous communication
with stakeholders to understand their needs and expectations, addressing
issues as they occur, managing conflicting interests and fostering
appropriate stakeholder engagement in project decisions and activities.
❑ Stakeholder satisfaction should be managed as a key project objective.
 Project Stakeholder Management
❑ Project Stakeholder Management processes that include the following:
❑ Identify Stakeholders—The process of identifying the people, groups,
or organizations that could impact or be impacted by a decision, activity,
or outcome of the project; and analyzing and documenting relevant
information regarding their interests, involvement, interdependencies,
influence, and potential impact on project success.
❑ Plan Stakeholder Management—The process of developing
appropriate management strategies to effectively engage stakeholders
throughout the project life cycle, based on the analysis of their needs,
interests, and potential impact on project success.
❑ Manage Stakeholder Engagement—The process of communicating
and working with stakeholders to meet their needs/expectations, address
issues as they occur, and foster appropriate stakeholder engagement in
project activities throughout the project life cycle.
❑ control Stakeholder Engagement—The process of monitoring overall
project stakeholder relationships and adjusting strategies and plans for
engaging stakeholders.