PROJECT

MANAGEMENT
Prepared by: Shyeleen A. Nunez
What is a Project?

■ is a distinguished from regular work in that it's a one time effort to

change things in some way.
■ “a temporary endeavor undertaken to produce a unique product,
service, or result”.(PMI book)
■ a problem scheduled for solution. (Dr. J. M. Juran)
Characteristics of a project

■ Performed by people
■ Constrained by limited resources
■ Planned, executed and controlled.
What is Project Management?

■ According to the Project Management

Institute, it is “the application of knowledge,
skills, tools and techniques to project
activities to meet project requirements”.
What is Project Management?

■ Project management is accomplished through the

application and integration of the project
management processes of initiating, planning,
executing, monitoring and controlling, and closing.
■ In a simpler form, PROJECT MANAGEMENT is
everything you need to make a project happen
on time and within budget to deliver the needed
scope and quality.
Project Failures

■ In fact, the Standish Group (www.standishgroup.com) has found that only

about 17 percent of all software projects done in the United States meet
the original PCTS targets, 50 percent must have the targets changed—
meaning they are usually late or overspent and must have their
performance requirements reduced— and the remaining 33 percent are
actually canceled. One year, U.S. companies spent more than $250
billion on software development nationwide, so this means that $80
billion was completely lost on canceled projects, 83 percent of all
software projects get into trouble!
The role of the project manager

■ The role of the project manager is that of an enabler.

Her job is to help the team get the work completed,
to “run interference” for the team, to get scarce
resources that team members need, and to buffer
them from outside forces that would disrupt the
work.
The Balance Quadrant
What PM is not.

■ Scheduling is certainly a major tool used to manage

projects, but it is not nearly as important as developing a
shared understanding of what the project is supposed to
accomplish or constructing a good work breakdown
structure (WBS) to identify all the work to be done
When is managing a project not project
management?
■ A Critical path schedule is one that has a number of
parallel paths, and one of them is longer than the
others and determines how long it will take to
complete the job or, ultimately, whether the given
end date can be met.
■ When you’re working on a job by yourself, there
aren’t any parallel paths—unless you are
ambidextrous!
 There is a higher probability that things will
accidentally go wrong in a project than that they
will accidentally go right.
Characteristics of project phases

■ Each project is marked by completion of one or more

deliverables.
Characteristics of project phases

■ Each project is marked by completion of one or more

deliverables.
A deliverable is a tangible,
verifiable work such as feasibility
study, a detail design design, or a
working prototype
Project Stakeholders

■ Key Stakeholders on Every project:

1. project manager
2. Customer
3. Performing Organization
4. Project Team members
5. Sponsor
Project Processes

■ Projects are composed of process. A PROCESS is a

series of actions bringing about a result.
■ Projects are generally performed by two major
categories.
1. Project management process
2. Product-oriented process
Project Processes

■ Projects are composed of process. A PROCESS is a

series of actions bringing about a result.
■ Projects are generally performed by two major
categories.
1. Project management process
2. Product-oriented process
Project Processes

■ Projects are composed of process. A PROCESS is a

series of actions bringing about a result.
■ Projects are generally performed by two major
categories.
1. Project management process Describe, organize, and compete the
work of the project. The most applicable
to all projects.
Project Processes

■ Projects are composed of process. A PROCESS is a

series of actions bringing about a result.
■ Projects are generally performed by two major
categories.
1. Project management process
Specify and create the projects’
2. Product Oriented processes products.
The Project Life Cycle

■ INITIATING
■ PLANNING
■ EXECUTING
■ CONTROLING
■ CLOSING
The Project Life Cycle

■ INITIATING The project sponsor create a project

charter which defines what is to be done
to meet the requirements of the
customers.
The Project Life Cycle

What must be done

■ INITIATING Who will do it?
How will it be done?
■ PLANNING When must it be done?
How much will it cost?
What do we need to do it?
The Project Life Cycle

■ INITIATING This must be done to create the product

of the project. Also called as technical
■ PLANNING work.
Refers to the implementation of the
■ EXECUTING plan.
The Project Life Cycle

■ INITIATING
■ PLANNING It is exercising by comparing where
■ EXECUTING project work is to where it is supposed to
be, and taking action to correct any
■ CONTROLLING deviations from target.
The Project Life Cycle

■ INITIATING
■ PLANNING
■ EXECUTING
Once the destination has been reached,
■ CONTROLLING the project is finished but there is final
step that should be done or taken. It is
■ CLOSING called AUDIT.
It is the review of the project.
Knowledge areas of PM
■ Project integration Management
■ Project Scope Management
■ Project Time Management
■ Project Cost Management
■ Project Quality Management
■ Project Human Resources Management
■ Project Communications Management
■ Projet Risk Management
■ Project Procurement Management
Project integration Management

--ensures that the project is properly planned,

executed, and controlled, including the exercise of
formal project change control.
Project Scope Management

■ includes authorizing the job, developing a scope

statement that will define the boundaries of the project,
subdividing the work into manageable components with
deliverables, verifying that the amount of work planned
has been achieved, and specifying scope change
control procedures.
Project Time Management

■ refers to developing a schedule that can be

met, then controlling work to ensure that this
happens.
■ can be called “Schedule management”
Project Cost Management

■ involves estimating the cost of resources,

including people, equipment, materials, and
such things as travel and other support details.
Project Quality Management

■ includes both quality assurance (planning to

meet quality requirements) and quality control
(steps taken to monitor results to see if they
conform to requirements).
Project Human Resources Management

■ involves identifying the people needed to do

the job; defining their roles, responsibilities, and
reporting relationships; acquiring those people;
and then managing them as the project is
executed.
Project Communications Management

■ involves planning, executing, and controlling the

acquisition and dissemination of all information
relevant to the needs of all project stakeholders.
Project Risk Management

■ the systematic process of identifying, quantifying,

analyzing, and responding to project risk.
■ It includes maximizing the probability and
consequences of positive events and minimizing the
probability and consequences of adverse events to
project objectives
Project Procurement Management

■ involves deciding what must be procured,

issuing requests for bids or quotations,
selecting vendors, administering contracts, and
closing them when the job is finished.
Have a Good Day!
-Always Be Positive 