An Introduction to Project Management
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The document serves as an introduction to project management, covering essential concepts such as project, program, and portfolio management, along with the importance of PMI and PMP certifications. It outlines the common causes of project failure, the need for effective management, and provides examples of successful and unsuccessful projects. Key components discussed include the five process groups, ten knowledge areas, and the role of project managers in ensuring successful project outcomes.
An Introduction to Project Management
- 1. An introduction to Project Management Krishna Kant, PMP® 1
- 2. Agenda • What is Project, Program and Portfolio management? • What is PMI and the PMP? • Why PMI project management principles are useful to know? • A few basic PMI definitions and • Project Management terms such as: • Project Charter, Triple constraint, Project management plan, WBS, EVM, Gold Platting, Responsibility Assignment Matrix, Conflict management, Risk probability and impact matrix, Contract type and stakeholder power Vs Interest Grid. • Five process groups: Initiation, Planning, Executing, Monitoring and Controlling, and Closing • Ten Knowledge Areas: Integration, Scope, Time, Cost, Quality, Risk, Human Resource Management, Communication, Procurement and Stakeholders • Code of Ethics and Professional Conduct. 2
- 3. Facts and Figures: • Organizations waste $109 million for every $1 billion spent on projects. - PMI’s Pulse of the Profession® report • Overall half of all projects fails and only 2.5% of corporations consistently meet their targets for scope, time, and cost goals for all types of project. - A PricewaterhouseCoopers (PWC) study report 3
- 4. Common Causes of Project Failure • Unclear objectives • Misunderstood requirements • Poor people management • Lack of effective communication processes • Poor risk identification and management • Inadequate funding • Over optimistic schedules/budgets • Original assumptions invalid • Inconsistent standards • Lack of effective project integration Over all effect – Poor Project Management 4
- 5. Facts and Figures BAA Airports Ltd. completed a refurbishment of Terminal 1 at Heathrow Airport, • The busiest airport in the world. • The project was completed on time and within budget. • All while constantly keeping the terminal open to the 20 million annual travellers. 5 BAA Airports Ltd. changes the face of the world’s busiest airport through project management An example of a successful project
- 6. Facts and Figures 6 Terminal 5 of Heathrow Airport on the Opening day Example of an Un- successful project
- 7. Facts and Figures: • Samsung Engineering Co., Ltd. uses PMBOK® Guide to implement integration methods in construction project. • Project management brings reliable power and growth to a remote region of Venezuela. • NASA’s Autonomous Rotorcraft Project leads to innovation in aviation. • China Telecom Corporation uses PMI standards to develop communications network for Nanshan District. • In 2013, The People's Republic of China and the Hong Kong Special Administrative Region (HKSAR) Government completed work on the world's longest natural gas pipeline. 9000 km. 7 Source: www.pmi.org
- 8. Facts and Figures: - In India, major infrastructure projects are often stalled because of: - lack of funds, - political interference, - lack of professionalism and accountability, - property disputes, - corruption, etc. - Even before the commencement of the project, the Delhi Metro Rail Corporation (DMRC) attempted to put in place effective systems to ensure the smooth progress of the project. DMRC project at each phases completed successfully - on time within budget with complete scope. 8
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- 10. What is PMI and PMP 10
- 11. Growth in PMP Certification, 1993-2015 11
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- 13. Why is Project management principles useful to know ? 13
- 14. What is a Project ? • It's a temporary endeavour undertaken to create a unique product, service or result. Characterised by : 1. Temporariness (Definite beginning and an end) 2. Uniqueness – of product, service or result 3. Progressive elaboration . 14
- 15. What is Project Management • The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. • It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century. 15
- 16. Program and Portfolio Management • Portfolio Management– Managing projects or programs together to meet strategic business objectives • Program Management– Managing group of related projects in a coordinated way to obtain benefits and controls not available from managing them together. 16
- 17. How are “projects” different from “operations”? 17
- 19. Why Do We Need Project Management? • Exponential expansion of human knowledge • Global demand for goods and services • Global competition • Above requires the use of teams versus individuals Because projects requires: • High degree of coordination of Time, Resource and Money. • Good coordination needs good planning • If not planned 1. Things will go in wrong order 2. Conflict and crisis arise 3. Consume more Resource, Time and Money. Project management removes or minimizes these weaknesses. 19 * Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.
- 20. AdvantagesofUsingFormalProjectManagement Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs and Improved productivity Higher quality and increased reliability Higher profit margins Better internal coordination and Higher worker morale 20
- 21. What is the Role of Project Manager ? 21
- 22. Role of Project Manager Responsible for achieving the project’s objective through his Competencies. 22 Project Manager Personal Skills Performance Knowledge
- 23. Knowledge and Skills of Project Manager Knowledge Personal Skills 23Leadership, Motivation, Communication, Decision making, Negotiation, Influencing, Coaching, Trust building, Conflict management, Political and cultural awareness 5 Process Groups and 10 Knowledge Areas
- 24. Factors influencing projects Organizational Culture Organizational Process Assets Enterprise Environmental Factors •Shared Values, Norms, Beliefs •Plans, processes, Policies •Corporate knowledge base, etc. •Culture, Structure, processes. •Market condition •Political climate •Govt. or industry standards, etc. 24
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- 26. Process Groups and Knowledge Areas: 26
- 27. Project management process group 27
- 29. Project Management Process Group 29
- 31. Knowledge Areas and Process Groups 31
- 33. Project Initiation 33 Identify Stake-HoldersDevelop Project Charter
- 34. Project Planning • Adequate planning leads to the correct completion of work 34
- 35. Project Planning • Inadequate planning leads to frustration towards the end of the project & poor project performance Project Start Project End 35
- 37. Scope Management - Process Activities 37
- 38. Work Breakdown Structure (WBS) 38 • WBS is the decomposition of the work to be performed. The output is called the scope baseline. • Scope baseline = WBS statement + WBS + WBS Dictionary Example:
- 39. Time Management – Process Activities 39
- 40. Time (Schedule Management Terms) 40
- 41. Cost Management – Process Activities 41
- 42. Earned Value Management (EVM) 42
- 43. Project Quality Management • What is quality ? Quality is the degree to which a set of inherent characteristics fulfil requirements. • What is Grade ? Degree or steps in a scale. • What is Accuracy ? The degree of conformity of a measured or calculated quantity to its actual (true value). • What is Precision ? The degree to which further measurements or calculations show the same or similar results. 43
- 44. Quality Management – Process Activities 44
- 45. Quality Management Philosophies and Principles 45
- 46. Quality management tools and terms 46
- 48. HRM – Process Activities 48
- 50. Project Life Cycle – Team Building and Leadership Styles 50
- 52. Communication Management – Process Activities 52
- 54. Cross-Cultural communication An Example of Different Meanings of the Same Gesture 54
- 58. Risk Management – Process Activities 58
- 59. Risk Probability and Impact Matrix 59
- 60. Risk Management - Terms 60
- 64. Stakeholder Management – Process Activities 64
- 66. How to manage Stakeholder’s Effectively ? 66
- 67. How to manage Stakeholder’s Effectively ? Network and Share Listen carefully Respect 67 Effective Conflict Resolution
- 68. Stakeholder Power Vs Interest Grid 68
- 69. Integration Management – Process Activities 69
- 70. PMI Code of Ethics and Professional Conduct 70
- 71. A few basic PMI definitions 71
- 72. Quick Re-Cap • What is Project, Program and Portfolio management? • What is PMI and the PMP? • Why PMI project management principles are useful to know? • A few basic PMI definitions and • Project Management terms such as: • Project Charter, Triple constraint, Project management plan, WBS, EVM, Gold Platting, Responsibility Assignment Matrix, Conflict management, Risk probability and impact matrix, Contract type and stakeholder power Vs Interest Grid. • Five process groups: Initiation, Planning, Executing, Monitoring and Controlling, and Closing • Ten Knowledge Areas: Integration, Scope, Time, Cost, Quality, Risk, Human Resource Management, Communication, Procurement and Stakeholders • Code of Ethics and Professional Conduct. 72
- 73. You cannot become a good project manager unless you become a good people manager ! Project Management is an ART ! An Art of managing Activity, Responsibility and Timelines !! By :- Krishna Kant, B.Pharma, PGMP and PMP® 73
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