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Project Management & Business Analysis

Project Subhrangshu Sanyal Management
Unitedworld November 2010

Value of MBA to the employer

“The key lies in the new way of thinking.. It is accomplished by developing a holistic understanding of business, leading to the detection of business problems and the recognition of opportunities. Through such insights, students can then creatively define and analyze alternatives before deciding on an appropriate course of action. “ “The MBA qualification that manifests in applied skills is of immense worth to the employer “

http://www.mba.co.za/article.aspx?s=45&a=2175

Show me the Money !! 109000 Salary USD 90000 100000 20000 40000 60000 80000 100000 120000 Investment Banker CBAP PM P 0 .

Chaos Research 2006 (Analysis of more than 10.A Study in Project Failure – 2008 . According to the Standish Group.000 global software projects) An average overrun of 24% on original baselined schedule and budget across all completed projects.Some Statistics        "Only 35% of software projects are delivered on time. Many experts believe that 40-60 percent of software defects and failures are attributed to bad requirements Over 90% of project failures are due to poor planning 67% of CIOs regard a PMI certification as valuable The Standish Group 2009 '8th .. on budget and within requirements" Standish Group.Ranking of the Project Management Professional (PMP) credential on a Salaryof highest-paying certifications for IT professionals' list and Skills Report. Global Knowledge 2007 IT . a research firm. 31% of software projects are cancelled before ever reaching the customers while 53% cost 189% or more of their original budgets. Economist Intelligence Unit.British Computer Society (BCS) 90% of global senior executives and project management experts say good project management is key to delivery successful results and gaining a competitive edge -September 2009 The Link between project management excellence and Closing the gap: long-term success.

Why do projects?  Projects are means of achieving organization’s strategic plan  Market Demand  Strategic Opportunity / Business need  Customer request  Technological Advancement  Legal & Compliance .

What to Manage? Manage  Risk  Scope  Schedule  Budget  Resources  Quality stakeholders’ expectation Balancing the Constraints .

What is project??? .

organization.Project . and goals  Catalyst for change  Unique product or service  Heterogeneous teams  Start and end date .Definition Project – A temporary endeavor undertaken to create a unique product. service or result  Create own charter.

Project Vs Operations .

Project Management The application of knowledge. tools and techniques to project activities in order to meet the project requirements . skills.

Project Life Cycle Initiation  Planning  Execution  Monitoring & Control  Closing  .

Project Life Cycle Vs Product Life Cycle .

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Organization Structures .

Functional Project Coordination Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Staff .

Strong Matrix Chief Executive Functional Manager Staff Staff Staff Functional Manager Functional Manager Manager of Project Managers Project Manager Project Manager Project Manager Project Coordination Staff Staff Staff Staff Staff Staff .

Projectized Project Coordination Chief Executive Project Manager Project Manager Staff Project Manager Staff Staff Staff Staff Staff Staff Staff Staff .

INTEGRATION Risk  Scope  Schedule  Budget  Resources  Quality  Communication  Procurement ..To be a successful Project manager You  need to know how to manage .

Project Management Processes .

Milestones. Schedule Sponsor Approval  Appointment of Project Manager  . Budget.Initiation Process Business Case  Cost Benefit Analysis   Techniques  Project Charter  High Level Objectives. requirements.

Planning  Scope Management Plan  Collect Requirement  Define Scope  Create Work Breakdown Structure .

CPM. Schedule Compression .Planning … Contd  Schedule Management Plan  Define Activities  Sequence Activities  Define Activity Resources  Define Activity Duration  Develop Schedule  PERT.

Planning … Contd  Cost Management Plan  Estimate Cost  Determine Budget  Quality Management Plan  Plan  Quality Techniques  Metrics .

Planning … Contd  Human Resource Management Plan  Develop  HR Plan Team Building  Motivation  Conflict resolution  Rewards  Appraisal .

model.Planning … Contd  Communication Management Plan  Stakeholder communication strategy  Communication method. mode  Right message to the Right person at the Right time .

Quantitative  Risk responses  Procurement Management  Proposal solicitation  Proposal evaluation  Contract .Planning … Contd  Risk Management Plan  Identify risk  Analyze risk : Qualitative .

Execution Direct and Manage Project execution  Acquire. Develop and Manage team  Communicate to Stakeholders  Conduct Procyrement  .

Monitoring & Control  Monitor & Control  Scope  Schedule  Cost  Quality  Resource performance  Variance Analysis .

Closure Close Project  Close procurement  .