SLIDE 1: TITLE

 Good morning classmates and Doc Espression. I am Clarisse Esporlas and I will be reporting the
fundamental concepts of project planning and management
SLIDE 2: WHY DOES PROJECT MANAGEMENT MATTER?

 Before we go to the core concepts, let’s understand why project management is significant in
today’s fast-paced and dynamic world.
 Project management provides the Discipline, structure and methodology needed to turn our
ideas into reality, manage difficulty and achieve defined objectives efficiently.
SLIDE 3 & 4: WHAT TO EXPECT

 To fully understand my presentation (read the presentation)

SLIDE 5: DEFINITION OF PROJECT

 Based on ISO 10006 (Read the presentation)

 Projects are temporary endeavors with a clear goal that needs to be accomplished within a
specific timeframe.
SLIDE 6: ROUTINE OPERATIONS

 Read the presentation

SLIDE 7: PROJECT CHARACTERISTICS

 It is important to know what makes projects different from usual, everyday tasks.
 These unique traits influence how we handle projects.
 DURATION – Projects have defined start and end dates. They are time-bound and have a
limited
Duration while routine operations are continuous on-going activity that do not
have predefined end dates.
 UNIQUENESS – Projects are special and different. Each project is different from others, even if
they share similarities while routine operations involve standards, repetitive tasks
that are consistent over time.
 OBJECTIVES – Project are initiated to achieve goals, produce a unique product or deliverables or
solve a particular problem while routine operations aim to maintain the status quo
and keep the organization run smoothly.
  RESOURCES – Projects require dedicated resources, including personnel, time, money,
materials and equipment which are often allocated specifically for the project
while routine operation use existing resources to carry our established processed.
 MANAGEMENT – Project requires project management, which involves planning, executing,
monitoring and controlling activities to achieve project objectives while routine
operation follows established procedure that have other operational
management.
 CHANGE – Project introduce change into an organization. They bring something new or altered
into the existing environment while routine operation maintain the current date
and do not introduce significant changes.
SLIDE 8: PPROJECT LIFE CYCLE

 Project life cycle is not just about understanding the phases but recognizing why effective
management is totally critical at every step.
 Effective management is important at every step to ensure that the project progresses
smoothly and achieve its goals.
SLIDE 9: PROJECT INITIATION

 Project cycle starts with the initiation phase. In this phase we define the project’s purpose and
objectives.
SLIDE 10: CONCEPTS OF PROJECT INITIATION

 We need to identify all stakeholders who have vested interest in the project’s outcome.
 (next click) We establish initial constraints and limitation.
 (next click) Conducting a preliminary feasibility study to assess whether the project is viable
 (next click) And we create a project charter.
 PROJECT CHARTER – is a simple document, outline mini project plan. “Why are you doing?
What are you doing?”
 It is a simple explaining about the project you want to achieve.
 Don’t go to much detail.
 Why do we do this, to have permission from the project sponsors?
 We want more support for properly planning.
 If they say no, don’t start planning.
SLIDE 11: IMPORTANCE OF EFFECTIVE MANAGEMENT

 Read the presentation

SLIDE 12: PROJECT PLANNING

 Moving on the planning phase (Read the presentation)

 3 questions (What are we going to do?, How are we going to do it?, How to know when the
project is done?)
SLIDE 13: CONCEPTS OF PROJECT PLANNING

 First we need to create a comprehensive plan which includes (next click) project requirements,
Scope, Work Breakdown Structure, and WBS Dictionary, cost, estimated, budget and quality.
 In collecting requirements we need to understand what stakeholders want
 We make the project charter more detailed.
 Collecting requirements is the easiest part but the difficult part is the moment you start
gathering requirements, then everybody is going to want to have the best of everything
without consideration for budget, quality or schedule.
 In this process, we don’t even know yet the budget or schedule.
 So, as a project manager, you have to keep things on the leash and explain people that there
are always trade-offs in life.
 In collecting requirements, there are methods that we can use. 1 on 1 interview or goog online
meeting or teleconference.
 Defining the scope – you can only see limited things looking through a scope
 (next click) Any risks, assumptions and constrains will help to define the scope.
 Defining the scope is one pf the most important processes because what happens in reality is
weak project managers include everything in the project requirement document and also in the
project scope.
 So, as a result your project plan just becomes an impossible plan to execute.
 So, when you are doing your scope statement, please bear in mind that what you put in there
you’ll be responsible to execute.
 Your project scope statement may include product scope, Project scope, your deliverables
product and acceptance criteria.
 After the scope is the Work Breakdown Structure, it is almost the core of project management.
 Work Breakdown structure breaks the project into smaller and more manageable pieces.
 Example – Can you confidently estimate the cost and time requirements of that work package?
  Can you answer this question? Because if you can’t we need to break it down further to activity
level until we can make some cost and time assumptions.
 WBS Dictionary – is what puts a definition to every single work packages.
 We need to create cost assumptions for each package for you to create budget. It includes
Project cost estimates, Contingency Estimates and management reserves.
 (next click) We also define roles and responsibilities for the project team, assigning each
member a specific task on our projects.
 (next click) We have to terms that can part of the project. These are Fast Tracking and Project
Crashing.
 Fast tracking – is a project bears performing more activities simultaneously.
 Project crashing – is shortening the durations of activities by adding more resources.
 Example – If 2 workers finish the work in 30 days, then how long does it take 4 workers to finish
it?
 (next click) and lastly we establish communication and reporting structures, ensuring everyone
is in sync as well as we sail forward.

SLIDE 14: IMPORTANCE OF EFFECTIVE MANAGEMENT

  Read the presentation
SLIDE 15: PROJECT EXECUTION

 As a project manager, your focus now is to managing your team, following the processes and
managing information exchange as the project manager.
 Your job is essentially guiding the team to stick to the plan you created.
 If you have done a good job with planning, executing is the easiest part.
SLIDE 16: CONCEPTS OF PROJECT EXECUTION

 First we assign tasks to our crew members.

 (next click) Each members contributing their skills and expertise
 (next click) communication flows orderly and our team collaborates harmoniously to reach our
destination
 (next click) and we continuously monitor progress to ensure we’re heading in the right
direction.
 In execution, if you are not the one doing all the execution work, there are few things you need
to be doing consistently.
 You need to consistently manage the expectations of all stakeholders.
  You need to protect your scope (it refers to making changes that are outside of your scope)
SLIDE 17: IMPORTANCE OF EFFECTIVE MANAGEMENT

 Read the presentation

SLIDE 18: MONITORING AND CONTROLLING

 Next phase is Monitoring and controlling (Read presentation)

SLIDE 19: CONCEPTS OF MONITORING AND CONTROLLING

 It means measuring the performance of your project against the plan, managing your change
request and making sure you stay on track.
 (next click) You monitor your scope, you make sure no scope creep happens, forecast if you
think there’ll be delays
 (next click) You monitor your costs, quality, risk and procurement
 (next click)when we encounter a storm or unexpected changes, we make course corrections
and adjust our work accordingly.
SLIDE 20: IMPORTANCE OF EFFECTIVE MANAGEMENT
  Read the presentation
SLIDE 21: RISK MANAGEMENT

 One of the critical aspect of project planning and management is risk management.
 The goal of risk management is to proactively identify potential issues and uncertainties,
evaluate their impact on project and develop strategies to minimize their negative effect.
SLIDE 22: STEPS OF RISK MANAGEMENT

 The first step of the risk management is the risk identification.

 In this phase, we identify all the potential risks that could impact our project.
 (next click) Once we’ve identified our risks, we assess them.
 We evaluate the likelihood of each risk occurring and the potential impact if it does.
 (next click) Now, we get proactive. We develop strategies to mitigate or reduce the impact of
identified risks which is called risk mitigation
 These strategies could include preventative measure, contingency plans or risks transfers.
 (next click) and lastly, we continuously monitor the project for new risks and changes in
existing ones.
SLIDE 23 – 28: EXAMPLES OF COMMON PROJECT RISKS AND MITIGATION STRATEGIES

 Read the presentation

SLIDE 29: RISK ASSESSMENT MATRIX

 Read Presentation
SLIDE 30: IN THE MATRIX

 Risks with low severity and low likelihood may not require immediate attention
 Risk with high severity and high likelihood are high – priority risks that demand immediate
mitigation efforts.
 Risks falling in between require appropriate actions based on their positioning in the matrix.
 A risk assessment matrix helps project teams make informed decisions about risks to address
and allocate resources accordingly.
SLIDE 31: PROJECT MANAGEMENT TOOLS

 Tools and computer programs for managing project are very important. They help make sure
that projects are planned, carried-out and watch over well.
  These tools make things easier, help work together better and give project managers and teams
useful information.
 Now, let’s explore some common types of project management tools (next click)
SLIDE 32: PROJECT MANAGEMENT SOFTWARE

 (Read presentation) They offer feature such as Gantt Chart, task assignments, progress tracking
and resource allocation. It also helps us create detailed project plans, set milestones and assign
responsibilities.
 Example: Microsoft Project, Asana, Trello

SLIDE 33: COLLABORATION TOOLS

 (Read Presentation) Collaboration tools are like the communication hub for our project. They
facilitate team communication, document sharing and real-time collaboration.
 Example: Microsoft teams, slack, basecamp
SLIDE 34: CLOUD-BASED DOCUMENT MANAGEMENT

 (Read Presentation) Document management tools are like organized filing cabinet for our
project files. They help us store, organize and share project documents securely.
SLIDE 35: TASK MANAGEMENT TOOLS

 (Read presentation) It allows for the organization of tasks into project and can integrate with
other management tools. They help us manage and prioritize tasks for ourselves and our teams.
SLIDE 36: HOW DO THESE TOOLS AID IN PROJECT PLANNING AND TRACKING?

 Now let’s discuss how do these tools aid in project planning and tracking.

 EFFICIENT PLANNING – Project planning tools allow us to create detailed project plans, assign
responsibilities and visualize project timelines. They ensure that
everyone is on the same page regarding project plans goals and tasks.
 REAL-TIME UPDATES – Project managers can monitor changes, issues and delays as they occur,
allowing for prompt action.
  RESOURCE MANAGEMENT – Project management software helps allocate and manage
resources effectively. We can ensure team members are assigned tasks
based on their skills and availability.
 COMMUNICATION AND COLLABORATION – Collaboration tools and cloud-based management
platforms enable ideal communication and collaboration among project
stakeholders regardless of their location.
 DATA ANALYSIS AND REPORTING – Many project management tools offer reporting and
analytic features. We can track key performance metrics, identify and
make data-driven decisions.
SLIDE 37: IMPORTANCE OF EFFECTIVE MANAGEMENT

 (Read Presentation)

SLIDE 38: PROJECT CLOSURE

 Finally the last phase which is closure

SLIDE 39: CONCEPTS OF PROJECT CLOSURE
  We deliver the final products or services to our eager stakeholders
 We obtain their approval and sign-offs, indicating that we’ve reached our intended project
safely.
 We sit down and reflect on our journey, capturing valuable lessons for future projects.
 And we archive our logs and records , preserving the memory of our successful journey.
SLIDE 40: IMPORTANCE OF EFFECTIVE MANAGEMENT

 (Read Presentation)
SLIDE 41: SUMMARIZATION