CHAPTER 1

General Introduction
MEANING & DEFINITION
 A project is “a unique endeavour to produce a set of
deliverables within clearly specified time, cost and
quality constraints”. Carl Chatfield
 A project can be defined as a “set of related activities
with a specific set of objectives, and controlled by a time
frame and budget”. T K Sinha
PROJECT VS BUSINESSVS OPERATIONS VS
PROGRAM.
Project Business
 have a defined timescale  can have multiple

 have an approved budget projects

 have a specifically  simply continues

accepted/approved forever
resources
 PROJECT VS OPERATIONS
Project Operations
 temporary   repetitive 
 Unique
 ongoing 
 characterized by:-
characterized by:
 a new product, service or process
 repeat process, product or service to
that hasn't existed before to create
new value sustain the business
 one objective to be achieved and  multiple objectives to be achieved

once that's done, the project is again and again 

terminated
 systems having to be created
 performance, cost and time are
uncertain
 upsetting the status quo and violate
the established practice
 having more risks as they are
usually done for the first time
 systems already created and in use
 performance, cost and time are
known
 supporting the status quo and sticks
to the established practice
 having fewer risks as they are
repeated many times.
CONT
PROJECT VS PROGRAM
 PROJECT VS PROGRAM
PROJECT PROGRAM
 PROJECT AND PROGRAM MANAGERS
Project managers:- Program manager:
 Project Manager is a person who provides leadership &
assists/supports, facilitates, direction for the project
coaches, monitors/follows up and managers heading the
evaluate the operation of the projects within the
project in order to ensure a program.
success of deliveries in
responding to each project
objective according to the
identified timeline and resources.
 work with project sponsors, project
team, and other people involved in a
project to meet project goals.
PROJECT MANAGEMENT
 PM:- is the discipline of planning, organizing,
motivating, and controlling resources to achieve specific
goals as stated for the project.
 “PM:- is the application of knowledge, skills, tools and
techniques to project activities to meet project
requirements” (PMBOK® Guide, Fourth Edition, 2012)
 “The planning and organization of a specific set of
resources in order to move a well determined task, event
or duty toward completion.”
FEATURES OF PROJECT
 Fixed set of objectives:
 Tenure: never a continuous activity

 Team work:

 Unique: no projects are exactly similar.

 Life cycle

 Made to order

 Single entity(responsibilities of single person/entity)

 Multi-skilled staff

 Subcontracting(hired for small duration or specific job from

outside agency).
 Risk and uncertainty
PROJECT MANAGEMENT
PROCESSES/PHASE
Process Group Integration Major
Management Process Output
Developing the project
Initiation charter
Project Charter

Developing the project Project Management

Planning
management plan Plan

Implementation Deliverables, work

Directing and managing
performance info,
(Execution) project work
change requests
(1) Monitor/Control
Monitoring and Project Work (1) Change Requests
Controlling (2) Perform Integrated (2) Status updates
Change Control
Closing Close Project/Phase Product Transition
PROJECT MANAGEMENT PROCESSES
INITIATION PHASE
 Project sponsor is identified
 Scope and deliverables are defined
 Relationship to organizational goals is key
 Budget is approved
 Broad statements are made about risks, approach,
timelines
 Stakeholders are identified

 Project Manager is assigned

 At end of phase, approved project charter is the

approval to proceed to the planning phase
PLANNING PHASE

 Deliverables are clearly defined

 Based on the deliverables, a work breakdown
structure or WBS defines the “work packages”
 The work packages are used to develop a schedule
 Plans are made for management of stakeholders,
communication, quality, costs, risks, procurement,
resources including human resources
IMPLEMENTATION (EXECUTION)
PHASE

 Project team is hired and developed

 Procurements take place
 Project work is underway
 Project must be monitored and changes managed
 Communication to stakeholders is an important
ongoing activity
CLOSING PHASE
 Reporting
 Closing out procurements—final payments

 Identify lessons learned

 Celebrate
THREE DIMENSIONAL VIEW OF
PROJECT MANAGEMENT/TRIPLE
CONSTRAINT
THREE DIMENSIONAL OBJECTIVES
PROJECT MANAGEMENT SKILLS
 Planning
 Communication

 Delivering results

 Monitoring risks

 Managing resources
 ROLES OF THE PROJECT MANAGER

 The project manager acts like the captain of a ship who has all
authorities and is responsible for making the ship reach the
shore safely in time or the project completed with its all scope
in proper time and within the cost limits.
 His role is integrating various resources (including material,
equipment and people) to attain the objective(s).
ROLES OF THE PROJECT
MANAGER(CONT)
 Entrepreneur:
 Decision maker:

 Communicator:

 Change agents:

 Motivator:

 Foresighted and fire fighter:

 REQUIRED SKILLS FOR PROJECT
MANAGER
 Leadership skill
 Managerial skill
 Problem solving skill
 Negotiating and coordinating skill
 Inter-personal skill and team management
 Risk mitigation and management skill
 Application area knowledge, standards, and regulations
 Project environment knowledge
PROJECT IN THE ORGANIZATIONAL
STRUCTURE
 OS: described as the official line of authority and control within an
organization.
 Project management structures tell us how reporting relationships
work in a particular organization.
 Three Types of Project Management Structures:

A.Functional Organizational Structure

B. Matrix Organizational Structure – This can be further broken

down into – Balanced matrix, Strong Matrix, and Weak Matrix

C. Projectized Organization Structure

PROJECT IN THE ORGANIZATIONAL
STRUCTURE
 PROJECTIZED ORGANIZATIONAL STRUCTURE
 project management team structure is organized in such a way
that the project manager has project authority.
 He has jurisdiction over the project’s budget, schedule, and the
project team.
 find him at the top of the hierarchical structure, calling all the
shots; with employees playing supporting roles for the project.
Adv:
 this kind of structure is that there is a clear, established line of
authority; resulting in faster decision-making and approval
Dav :
 would be that employees could see themselves being under a lot
of pressure most of the time, especially if they happen to work on
multiple projects at the same time
PROJECT MANAGEMENT GROUP PROCESSES
 CONT

1. Initiating
 determines the nature and scope of the project.

 understanding of the business environment & incorporating all necessary

checks into the project
 The first project document ( project charter) developed . With key
components:-
 Business case

 Scope and deliverables

 Objectives

 Resources needed

 Milestone plan and timeline

 Cost estimate

 Risks and issues

 Dependencies

 charter answers the fundamental question, "What are we trying to do?"

 CONT
2. Planning
 project is planned to an appropriate level of detail.

planning includes :
Developing the scope statement

Developing the schedule (often a Gantt chart)

Developing the budget

Selecting the team

Creating a work breakdown structure

Identifying deliverables

Planning for risk

Establishing a communication plan

 CONT
3. Executing(Implementing )
 used to complete the work defined in the project management
plan.
 It's about accomplishing the project's objectives.

 involves coordinating people and resources.

 integrating and performing the project activities.

 The deliverables are produced as outputs from the processes

performed
 CONT
4. Monitoring
 involves managing and tracking the project

 Potential problems can be identified

Monitoring includes :-
Measuring ongoing project activities
Monitoring the project variables (cost, effort, scope)
Identifying corrective actions to address risks & issues
Managing changes using the change control process
 monitoring process ends once the project has achieved its goals
and objectives
 Monitoring also means that sometimes a project is stopped before
completion. B/s for many reasons, including changes in the
business, lack of resources or higher priorities.
CNT
5. Closing
 finishing all activities across all process groups, disbanding the
project team and signing off the project with the customer.
 This task is done using the project closure report.

 report communicates how well the project has performed

against its original business case, quality measures, cost,
duration and tolerances.
 report passes on valuable lessons that future projects can apply.
PROJECT MANAGEMENT KNOWLEDGE AREAS

Knowledge areas describe the key competencies that project

managers must develop
 Core Functions

 Facilitating Functions

 Integration Function
CONT : PM KNOWLEDGE AREAS