1. Fundamentals of Project Management
Chapter-1

2. What is a Project? ?

3. What is a Project?
A project is a sequence of unique, complex and connected activities having one goal or purpose that must be completed by a specific time, wthin budget and according to specification.
A project is a complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs.
Projects are ad hoc, resource-consuming activities used to implement organizational strategies, achieve enterprise goals and objectives, and contribute to the realization of the enterprise‘s mission.

4. PM Bok Says:
A project is a temporary endeavor undertaken to create a unique product, service or result.

5. A Project can Create
A product that can be either a component of another item or an end item in itself.
A capability to perform a service(e.g., a business function that supports production or distribution).
A result such as an outcome or a document (e.g., a research project that develops knowledge that can be used to determine whether a trend is present or a new process will benefit society).
Give examples:

6. Examples of Projects Developing a new product or service (Why)
Effecting a change in the structure, staffing or style of an organization
Developing or acquiring a new modified information system (DAR satellites etc)
Constructing a building or infrastructure (Motorway)
Implementing a new business process or procedure (Cut down cost / material / HR)
Give examples of Projects in Pakistan / World

7. Thinking Process
What should be done before launching a project?

8. A „Typical“ Project Life-Cycle
Phase 1: Conceptual
Phase 2: Planning
Phase 3: Execution
Phase 4: Termination
Dollars of Manhours (level of Effort)
Identify Schedule
Conduct Studies and
analyses
Design System
Build/test prototypes
Analyze results
Obtain approval for
production
Procure Materials
Build/ test tooling
Develop support
requirements
Procure System
Verify Performance
Modify as required
Train functional
personnel
Transfer materials
Transfer
responsibility
Release resources
Reassign project
team members
Identify Need
Establish Feasibility
Identify Alternatives
Prepare Proposal
Develop Basic
Budget and Schedule
Identify Project Team
David I. Cleland / Lewis R. Ireland, Project Management: Design and Strategic Implementation, 4th ed., p. 50.

9. The Project Boundaries

10. What is Project Management?
It is the application of:
Knowledge
Skills
Tools
Techniques
To do project activities to meet project requirements
It is accomplished through appropriate application and integration of 47 logically grouped project management processes comprising the 5 process groups.
What are those FIVE Process Groups?
What are those 10 Knowledge Areas in Projects?

11. Mapping the Processes Process Group Knowledge Area Initiating P.G.
Planning
Executing
Controlling
Closing
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct & Manage Project Execution
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
5. Project Scope Management
5.1 Plan Scope Management
5.2 Collect Requirements 5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope 5.6 Control Scope
6. Project Time Management
6.1 Plan Schedule Management
6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity resources
6.5 Estimate Activity Duration 6.6 Develop Schedule
6.7 Control Schedule
Page 38 (next two slides) is the most important page in the PMBOK.
Discuss the difference between Process Groups and PM Knowledge Areas, and how they share sub processes.

12. Mapping the Processes (cont.)
Initiating
P.G.
Planning
Executing
Controlling
Closing
7. Project Cost Management
7.1 Plan cost management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality Management
8.1 Plan Quality Management
8.2 Perform Quality Assurance
8.3 Control Quality
9. Project Human Resource Management
9.1 Plan Human Resource Management
9.2 Acquire Project Team 9.3 Develop Project Team
9.4 Manage Project Team
10. Project
Communications
Management
10.1 Plan Communications Management
10.2 Management Communication
10.3 Control Communication
11. Project Risk
11.1 Plan Risk Management 11.2 Identify Risk 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses
11.6 Control Risks

13. Mapping the Processes (cont.)
Initiating
P.G.
Planning
Executing
Controlling
Closing
12. Project
Procurement Management
12.1 Plan Procurement Management
12.2 Conduct Procurements
12.3 Control
Procurement
12.4 Close Procurement
13. Project Stakeholder
Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder Management
13.3 Manage Stakeholder Engagement
13.4 Control Stakeholder Engagement
Process
Group PM
Knowledge Area

14. Contribution from Waqas Qazi (MPM-2011A)

15. Why Projects?
To meet strategic business goals and objectives: Strategic opportunity Business needs Customer request Technological advance Legal requirements

16. Relationship Between Project Management Program Management
Portfolio Management

17. Program Management
Program Management is defined as a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program A program will always have projects.

18. Example of a Program Management
A new communication satellite system:
Designing of a satellite and ground system
Construction of a satellite and ground station
Integration of the system
Launching of the satellite

19. What is Portfolio Management?
A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
The projects or programs in the portfolio may not necessarily be interdependent or directly related.

20. Examples of Portfolio Management
An infrastructure firm that has the strategic objective of maximizing the return on its investments may have a portfolio of:
Projects in oil & gas
Projects in power
Projects in water
Projects in roads
Projects in rail
Projects in airports

21. Functions of (PMO) Managing shared resources
Identifying & developing project management methodology, best practices and standards
Coaching, monitoring, training and oversight
Monitoring compliance project audits
Developing & managing project policies, procedures, templates and other standard documentation?
Coordinating communication across projects

22. What is a PMO Project Management Office (PMO)
An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tool and techniques.

23. Project Manager Focuses on a specific project objective
Controls resources to best meet project objectives
Manages the constraints (scope, schedule, cost, risk, human resources and quality etc) of individual project

24. Main Functions of a Project Manager
Identify stakeholders & Leadership (decision makers: Client, Parent organization, Project Team, Publics)
Define scope of project
Develop detailed task list (work breakdown, structures)
Develop initial project management flow chart
Estimate time requirements
Identify cost estimation and budget
Identify required resources and evaluate risks

25. Main Functions of a Project Manager
Prepare contingency plan
Identify interdependencies
Identify and track critical milestones
Secure needed resources, manpower
Participate in project phase review
Manage the change control process
Report project status

26. Project Management Vs Operation Management
How they are different?
When do they interact?

27. Project VS Operations PROJECTS OPERATIONS
Projects require Project Management Operations require Business Process Management or Operations Management
Temporary Undertakings Permanent Endeavors
Temporary Assignments Ongoing nature of Operations
Produce Unique Outputs Produce Repetitive Outputs
Temporary Resourcing Permanent Resource Assignments
Execute according to Project Management Plan Execute as per standards (SOPs)
developed for project life cycle institutionalized in product life cycle. Obtain objectives and then terminate Sustain the business
Concludes when its specific objectives have been Adopt a new set of adjectives and the
attained work continues

28. Project Vs Production Interaction
Projects can intersect with operations at various points during the product life cycle:
At each closeout phase
When developing a new product, upgrading a product, or expanding outputs
Improvement of operations or the product development process

29. Enterprise Environmental Factors
Organizational culture, structure & processes
Government or industry standards
Infrastructure: Existing facilities and capital equipment
Existing human resource
Marketplace conditions
Stakeholder risk tolerance
Potential climate
Political climate
Established communication channels
Commercial databases: cost, risk study / info
Project management information systems (blog)

30. Organizational Process Assets
What is SWOT?

31. Thank you, Any Questions?