Module-1

• Introduction to Project Management,

• Definition of Project,
• History of Project Management,
• Project life cycle,
• Characteristics of projects,
• Understanding projects,
• Types of projects,
• Scalability of project tools,
• Project roles
Module-1 Project Selection and Prioritization

• Strategic Planning Process ,

• Strategic Analysis ,
• Strategic Objectives
• Portfolio alignment- Identifying Potential Projects ,
• Methods of Selecting Projects ,
• financial mode/scoring models to select projects,
• prioritizing projects,
• securing and negotiating projects ,
Module-2 Planning Projects
• Introduction,
• developing the Project Management Plan ,
• understanding Stakeholders ,
• Communication planning,
• Project Meeting Management
• Communications needs of global and virtual project
teams,
• Communications Technologies
• Constructing Work Breakdown Structures- scope
planning ,
• scope definition, work breakdown structures(WBS),
Using Microsoft projects for work breakdown
structures
Module-2 Scheduling Projects

• Purpose of a project schedule, historical

development, How project schedules are limited and
created. Develop project schedules, uncertainty in
project schedules,
• Gantt chart, Using Microsoft Project for critical path
schedules
Module-3 Resourcing Projects

• Abilities needed when resourcing projects,

• estimate resource needs, creating staffing management
plan,
• project team composition issues, assign resource to
each activity, resource overloads,
• critical chain project management(CCPM),
• compress the project schedule, Using Microsoft Project
for resource allocation.
• Budgeting projects: Cost planning, cost estimating, cost
budgeting, establish cost control,
• Using Microsoft Project for Project Budgets.
Module-3 Project Risk Planning

• Risk management planning, risk identification,

• risk analysis, risk response planning.
• Project quality planning and project kickoff,
development of quality concepts,
• project quality management plan,
• project quality tools,
• kickoff project, baseline and communicate project
management plan,
• Using Microsoft Project for project baseline.
Module-4 Performing Projects

• Project supply chain management- Plan purchasing

and acquisitions,
• plan contracting, contract types,
• project partnering and collaborations,
• project supply chain management.
• Leading and Managing Project Teams-Acquiring,
developing, managing and leading the project team,
• managing stakeholders, managing project conflicts.
Module-4 Determining Project Progress and Results
• Project Balanced Scorecard Approach,
• Internet project, customer, financial issues
• Using Microsoft Project to monitor and control
projects,
• Finishing the project: Terminate project early, finish
projects on time
• secure customer feedback and approval,
• knowledge management,
• perform administrative and contract closure,
• celebrate success and reward participant, provide
ongoing support.
 Project management

• Project management is the application of

knowledge, skills, tools and techniques to
project activities to meet the project
requirements.
OR
• Project management is accomplished through
the application and integration of the project
management processes of initiating, planning,
executing, monitoring and controlling, and
closing.
• Knowledge -- through subjects and experience
• Skills – leadership, communication, motivation,
negotiation.
• Tools and techniques – Equipment's, concepts and
software. Example: Lathe, AUTOCAD, Microsoft office
project etc.,
• Stake holders: People who are directly or indirectly
involved in the project.
• Direct stakeholders : project engineers, Mason, helper.
• Indirect stakeholders: Investors, sponsors, customers.
Project management

• Project management is the planning, organizing, directing , and

controlling of company resources for a relatively short-term
objective that has been established to complete specific goals and
objectives.
• Project management is fast becoming an exciting new profession.
• Project managers are in great demand.
• The project manager is responsible for coordinating and
integrating activities across multiple , functional lines.
• They may be required for publishing house, a university,
agricultural rural development, social work or industrial
construction projects.
• In order to do this, the project manger needs strong
communicative and interpersonal skills.
UNIT-1 Introduction

• A project is a temporary endeavor(an attempt to

achieve a goal), under taken to create a unique
product, service or result.
• ‘Project’- Latin word “Pro” means forward
“jacere” means throw, means planed and cause
to move forward.
• A project is a time and cost constrained
operation to realize a set of defined deliverables.
(Self–trust is the first secret of success)
Module-1 Introduction

• A project –initiated to achieve a mission.

• A project is completed as soon as mission is
fulfilled.
• A Project starts from a scratch with definite
mission, generate activities involving variety of
human and non-human resources all directed
towards fulfillment of the mission and stops
once the mission is fulfilled.
(Success is based on imagination plus ambition and the will to work – Thomas Edison)
Module-1 Introduction

According to Project management Institute(PMI)-U.S.A-

‘A combination of human and non human resources pooled
together in a temporary organization to achieve a specific
purpose”

• A project is an individual or collaborative enterprise, possibly

involving research or design, that is carefully planned, usually
by a project team to achieve a particular aim.

• A project may also be a set of interrelated tasks to be executed

over a fixed period and within certain cost and other
limitations.
(Education without character is meaningless – Mahatma Gandhi)
Module-1 Introduction

• Project is a unique set of coordinated

activities, with defined starting and finishing
points undertaken by an individual or
organization to meet specific objectives with
defined schedule, cost and performance
parameters.
• A project is a specific activity on which money
is spent in the expectation of return.

(Desire, determination and a good sense of timing are the common denominations of success)
• Software Project:
– All technical and managerial activities required to deliver
the deliverables to the client.
– A software project has a specific duration, consumes
resources and produces work products.
– Management categories to complete a software project:
• Tasks, Activities, Functions
• Software Project Management Plan:
– The controlling document for a software project.
– Specifies the technical and managerial approaches to
develop the software product.
– Companion document to requirements analysis document:
• Changes in either document may imply changes in the other
document.
 Equipment
Project
* Facility
Resource
Fund
* Organi-
Work zation
Breakdown des-
Structure Work
Schedule cribesPackage
con- *
* * sumes *
produces Organizational
Outcome Work respon- Unit
* * sible *
plays
depends for
Role
Set of Work Work
Activity Task Participant Staff
Products Product

Internal Project
Project Function Department Team
Work Product Deliverable
Client Manager Project Team
(Sponsor)

Problem
Statement Software Project
Management Plan
Project
Agreement
Module-1 Introduction

• Examples of Project
1. Building construction
2. Road construction
3. Shutdown Project
4. Wedding ceremony
5. Moving office to a new location
6. Movie making
7. Development of software
History of Project Management
• Projects of all sizes have been undertaken throughout history.
• Early construction projects included the ancient pyramids,
medieval cathedrals, and Indian cities.
• Other large early projects involved waging wars and building
empires.
• In the development of the United States, projects included laying
railroads, developing farms, and building cities.
• Many smaller projects have consisted of building houses and
starting businesses.
• Throughout most of history, projects were conducted, but there
was very little systematic planning and control.
• Some early projects were accomplished at great human and
financial cost.
• Others took exceedingly long periods of time to complete.
History of Project Management
• Project management eventually emerged as a formal discipline to be
studied and practiced.
• In the 1950s and 1960s, techniques for planning and controlling
schedules and costs were developed, primarily on huge aerospace and
construction projects.
• During this time, project management primarily involved determining
project schedules based on understanding the order in which work
activities had to be completed.
• Many large manufacturing, research and development, government, and
construction projects used and refined management techniques.
• In the 1980s and 1990s, several software companies offered ever more
powerful and easier ways to plan and control project costs and schedules.
• Risk management techniques that were originally developed on complex
projects have increasingly been applied in a simplified form to less
complex projects.
History of Project Management
• In the last few years, people have realized more and more that
communication and leadership play major roles in project success.
• Rapid growth and changes in the information technology and
telecommunications industries especially have fueled massive growth
in the use of project management in the 1990s and early 2000s.
• People engaged in banking, insurance, retailing, hospital
administration, and many other service industries are now turning to
project management to help them plan and manage efforts to meet
their unique demands.
• Project planning and management techniques that were originally
developed for large, complex projects can be modified and used to
better plan and manage smaller projects.
• Now project management is commonly used on projects of many
sizes and types in a wide variety of manufacturing, government,
service, and nonprofit organizations.
Project Life Cycle
• All projects go through predictable stages called a project life cycle.
• A project life cycle is “the series of phases that a project goes through
from its initiation to its closure.”
• An organization’s control needs are to be assured that the work of the
project is proceeding in a satisfactory manner and that the results are
likely to serve its customer’s intended purpose.
• The project customer is the person or organization that will use the
project’s product, service, or result.
• Customers can be internal to the organization (that is, part of the
company that is performing the project) or external to the organization.
• Many different project life cycle models are used for different types of
projects, such as information systems, improvement, research and
development, and construction.
Project Life Cycle
• Selecting and initiating—starts when an idea for a project
first emerges and the project is selected and planned at a high
level, and ends when key participants commit to it in broad
terms.
• Planning—starts after the initial commitment, includes
detailed planning, and ends when all stakeholders accept the
entire detailed plan.
• Executing—starts when the plan is accepted, and includes
authorizing, executing, monitoring, and controlling work until
the customer accepts the project deliverables.
• Closing and realizing—includes all activities after customer
acceptance to ensure project is completed, lessons are learned,
resources are reassigned, contributions are recognized, and
benefits are realized.
Project Life Cycle
Characteristics of a project
• Objectives
• Life span
• Single entity
• Team work
• Life cycle
• Uniqueness
• Change
• Successive principle
• Made to order
• Unity in diversity
• High level of sub contracting
• Risk and uncertainty
Characteristics of a project

• Objectives : A project has a fixed set of

objectives. Once the objectives have been
achieved, the project ceases to exit.
• Life span : A project cannot continue
endlessly. It has come to an end.
• Single entity : A project is one entity and is
normally entrusted to one responsibility
centre while the participants in the project are
many.
(Education without character is meaningless)
Characteristics of a project

• Team work : A project calls for team work-

the team again is constituted of members
belonging to different disciplines,
organizations and even countries.
• Life cycle : A project has a life cycle reflected
by growth, maturity and decay. It has,
naturally, a learning component.
(Togetherness is the key to success and growth)
Characteristics of a project

• Uniqueness --- No two projects are exactly

similar even if the plants are exactly identical or
are merely duplicated. The location, the
infrastructure, the agencies and the people
make each project unique.
• Successive principle ---- what is going to
happen during the life cycle of a project is not
fully known at any stage. The details get
finalised successively with the passage of time.
(Quotations are short sentences based on long experiences)
Characteristics of a project

• Made to order :A project is always made to the

order of its customer. The customer stipulates
various requirements and puts constraints within
which the project must be executed.
• Unity in diversity : A project is a complex set of
thousands of varieties.
-The varieties are in terms of technology,
equipment and materials, machinery and people,
work culture and ethics.
(Mother and motherland are greater than Heaven)
Characteristics of a project
• High level of sub-contracting----- A high percentage of the work in
a project is done through contractors.
-The more the complexity of the project, the more
will be the extent of contracting.
-Normally around 80% of the work in a project is done
though sub-contractor.
• Risk and uncertainty: Every project has risk and uncertainty with it.
-The degree of risk and uncertainty will depend on
how a project has passed through its various life cycle
phases.
- An ill-defined project will have extremely high degree of
risk and uncertainty.
(Men are born to succeed, not to fail)
Types of projects

• Classifying by industry
• Classifying by size
• Classifying by timing of project scope clarity
• Classifying by application

(The roots of education are bitter, but the fruit is sweet)

Classifying by industry

• Projects can be classified in a variety of ways.

• One method is by industry, which is useful in that
projects in different industries often have unique
requirements.
• Several industry-specific project life cycle models are
in use, and various trade groups and special interest
groups can provide guidance.

(It is easy to see the faults of others but not so easy to see one’s own faults)
Classifying by industry

• PMI(Project management Institute) had 39

specific communities of practice.
• These groups allow project managers
worldwide to share and learn together.
• Many of those groups are devoted to specific
challenges faced by project managers in a
particular industry.
(The price of greatness is responsibility)
Classifying by industry

• Aerospace and Defense

• Agile
• Automation Systems
• Government
• Healthcare
• Consulting
• Design- Procurement-Construction
• Human Resource Project Management
• Project Management Quality
• Diversity
Classifying by industry

• Information Systems
• Project Risk Management
• Consulting Innovation and New Product
Development Requirements Management
• Earned Value Management
• International Development Retail
• E-Business IT and Telecom Scheduling
• Energy, Oil, Gas and Petrochemical
(Desire, determination and a good sense of timing are the common denomination of success)
Classifying by industry

• Service and Outsourcing

• Learning, Education, and Development
• Marketing and Sales Utility Industry
• Retail
• Utility
• Manufacturing
• Organizational
• Global sustainability
(Always remember that the future comes one day at a time)
Classifying by size

• Large projects often require more detailed

planning and control.
• The smallest projects still need to use planning
and control—just in a more simplified manner.
• Example, construction of a multistory building
would require a highly detailed construction
schedule, but even a much simpler
construction project of building a one-car
garage would also need to follow a schedule.
(The best way to destroy your enemy is to make him your friend)
Classifying by timing of project scope clarity

•A third method of classifying projects deals with how early in the project the
project manager and team are likely to be able to determine with a high degree
of certainty what the project scope will be.
•Example, it may be rather simple to calculate the cubic feet of concrete that are
required to pour a parking lot and, therefore, how much work is involved.
•At the opposite end of the spectrum, when developing a new pharmaceutical,
very little may be determined in the project until the results of some early
experiments are reported.
•Only at that time is it possible to begin estimating cost and determining the
schedule with confidence. The planning becomes iterative, with more detail as it
becomes available.
•In the first case, predictive or plan-driven project techniques may work well. In
the second case, adaptive or change-driven methods to iteratively determine
the scope and plan for risks may be more important.
(A successful man is one who can lay a firm foundation with the bricks others have thrown at him)
Classifying by application

• Projects, such as those dealing with organizational

change, quality and productivity improvement,
research and development (R&D), information systems
(IS), and construction.
• Many of these projects include extensive cross-
functional work, which adds to the challenge.
• All projects require planning and control.
• Part of the art of project management is determining
when to use certain techniques, how much detail to
use, and how to tailor the techniques to the needs of a
specific project.
(There is no shortcut for success. The only route is hard work. The harder you work, the luckier you get)
Scalability of Project Tools
• Projects range tremendously in size and complexity.
• In considering construction projects, think of the range
from building a simple carport to building an office
tower.
• In both cases, one would need to determine the wants
and needs of the customer(s), understand the amount of
work involved, determine a budget and schedule, decide
what workers are available and who will do which tasks,
and then manage the construction until the owner
accepts the project results.
• It should be easy to see that while both projects require
planning and control, the level of detail for the carport is
a tiny fraction of that for the office tower.
Project Roles
• To successfully initiate, plan, and execute
projects, a variety of executive, management,
and associate roles must be accomplished.
1.Project Executive-Level Roles
2.Project Management-Level Roles
3.Project Associate-Level Roles
1. Project Executive-Level Roles
• The four project executive-level roles are
i. Steering team,
ii. Sponsor,
iii. Customer, and
iv. The chief projects officer.

• A steering or leadership team for an organization is often the top leader

(CEO or other officer) and his or her direct reports, from a project
standpoint.
• The important role for this team is to select, prioritize, and resource
projects in accordance with the organization’s strategic planning and to
ensure that accurate progress is reported and necessary adjustments
are made.

(Politeness is an in-expensive way of making friends)

Project Executive-Level Roles

• The second executive-level project role -sponsor.

• Sponsor is “the person or group that provides
resources and support for the project and is
accountable for enabling success.”
• The sponsor’s role - taking an active role in
chartering the project, reviewing progress
reports, playing a behind-the-scenes role in
mentoring, and assisting the project manager
throughout the project life.
(Respect for the opinions of others is one of the clearest signs of truly educated person)
• Company XYZ Project Charter
• Project Name: “Building a Positive Company Culture” Webinar
• Project Description: A one-hour webinar featuring insights from three employee engagement
experts. 
• Business Case: Supports our company wide goals of:
• 1. Increasing sales by 28% this quarter
2. Establishing Company XYZ as a thought leader in the employee engagement space
• Project Deliverables:
• 1. Landing page for webinar signups
2. One-hour webinar
3. Webinar recording for continued lead generation
• Project Benefits:
• 1. Boosted reputation
2. Lead generation
3. Resource we can continue to promote
• Project Risks: 
• 1. Technical difficulties
2. This is our first webinar, and the team lacks this expertise
• Project Budget: 
• Not to exceed $3,000
• Project Milestones: 
• Landing page launched: October 15, 2020
Slides completed: October 26, 2020
Live webinar: November 4, 2020
Project Executive-Level Roles

• The third executive-level project role - the senior

customer representative.
• This person ensures that the needs and wants of the
various constituents in the customer’s organization
are identified and prioritized and that project
progress and decisions continually support the
customer’s desires.
• The fourth executive-level project role
• The chief projects officer’s role - sometimes
called a project management office (PMO),
which is defined as “an organizational
structure that standardizes the project related
governance processes and facilitates the
sharing of resources, methodologies, tools
and techniques.”
2. Project Management-Level Roles
• The most obvious management-level role is the project manager.
• The project manager is “the person assigned by the performing
organization to lead the team that is responsible for achieving the
project objectives.”
• The project manager is normally directly accountable for the
project results, schedule, and budget.
• project manager is the main communicator, is responsible for the
planning and execution of the project, and works on the project
from start to finish.
• The project manager often must get things done through the
power of influence since his or her formal power may be limited.
(Dreams translate into thoughts and thoughts translate into action)
3 Project Associate-Level Roles

• The project management team is composed of

“members who are directly involved in project
management activities.” these individuals are called
core team members.
• The core team, with the project manager, does most
of the planning and makes most of the project-level
decisions.
• The temporary members that are brought on board
are called subject matter experts(SME).
• These people are used on an as-needed basis.
(Music is the way our memories sing to us across time)
Chapter Review Questions
• 1. What is a project?
• 2. What is project management?
• 3. How are projects different from ongoing operations?
• 4. What types of constraints are common to most
projects?
• 5. Which deliverable authorizes the project team to move
from Selecting & Initiating to Planning?
• 6. What are the three project executive-level roles?
• 7. List and describe each of the managerial and associate
roles.
• 1.Using an example of your own, describe a project
in terms that are common to most projects.
• 2. Why are more organizations using project
management? If you were an executive, how would
you justify your decision to use project management
to the board of trustees?
• 3. Explain how to scale up or down the complexity of
project planning and management tools and what
effect, if any, this might have on the project life cycle.
• 4. List and describe several issues that pertain to
each stage of the project life cycle.