1. Introduction- Project Management By Ctrl+C & Ctrl+V 1

2. (WBS ) The work breakdown structure (WBS ) is a tool that defines a project and groups the project’s discrete work elements in a way that helps organize and define the total work scope of the project. WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. WBS is a dynamic tool and can be revised and updated as needed by project manager. 2

3. Content What is Project? What is Project Management? What is Need of PM? Project Life Cycle? Project Management Systems? Role of Project Manager 3

4. What is Project A project is any work that happens only once, has a clear beginning and end, is intended to create a unique product or knowledge. Project involves single definable purpose – in terms of cost, schedule, performance requirements Every project is unique Projects are temporary activities – personnel, material and facilities within schedule Unfamiliarity involves uncertainty and risk Project is process of working to achieve a goal. During the process projects pass through several distinct phases – project life cycle. 4

5. Project types Personal project e.g. to plant a garden,to plan personality development Industrial project e.g. construction of bldg,design of new machine. Business projects e.g. to develop a new product,setup new institution 5

6. Characteristics of Successful Projects Clear objectives A good project plan Communication A controlled scope Stakeholder support Time Conflicts 6

7. Project Management Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations of a project OR Project management is about creating an environment and conditions in which a defined goal or objective can be achieved in a controlled manner by a team of people. 7

8. Project Management The three most important factors are time, cost and scope commonly called the triple constraint. These form the vertices with quality as a central theme 1.Projects must be delivered on time. 2.Projects must be within cost. 3.Projects must be within scope. 4.Projects must meet customer quality requirements 8

9. Project Management  With time, cost, scope and quality the four vertices and customer expectations as a central theme.  No two customers' expectations are the same so you must ask what their expectations are. 9

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11. Project Management Framework Project Management Framework includes project stakeholders, Project Management knowledge ares, Project Management tools and techniques. 11

12. 12 Figure 1-2. Project Management Framework

13. 13 Project Stakeholders Stakeholders are the people involved in or affected by project activities Stakeholders include the project sponsor and project team support staff customers users suppliers opponents to the project

14. 14 Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop 4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality) 4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management) 1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas

15. 15 Project Management Tools and Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include Project Charter, scope statement, and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost)

16. What is need of PM? Complex project needs coordination of: Multiple people Multiple resources (labs, equipment, etc.) Multiple tasks – some must precede others Multiple decision points – approvals Phased expenditure of funds Matching of people/resources to tasks 16

17.  Allows for excellent organization and tracking  Better control and use of resources  Reduces complexity of inter-related tasks  Allows measurement of outcome versus plans  Early identification of problems and quick correction The Value of Project Management 17

18. Project Life Cycle A project goes through six phases during its life Project Definition: Defining the goals, objectives and critical success factors for the project. Project Initiation: Everything that is needed to set-up the project before work can start. Project Planning: Detailed plans of how the work will be carried out including time, cost and resource estimates. Project Execution: Doing the work to deliver the product, service or desired outcome. Project Monitoring & Control: Ensuring that a project stays on track and taking corrective action to ensure it does the required tasks. Project Closure: Formal acceptance of the deliverables and disbanding of all the elements that were required to run the project. 18

19. Project Management System PMS provides means for Identification of tasks Identification of resources, requirements and tasks Establishing priorities Planning and updating schedules Monitoring and controlling end item quality and performance Measuring project performance 19

20. Role of Project Manager Project manager's job is to direct, supervise and control the project from beginning to end. Responsibilities : Must define the project, reduce it to a set of manageable tasks, obtain appropriate resources and build a team to perform the work. The project manager must set the final goal for the project and motivate his/her team to complete the project on time. The project manager must inform all stakeholders of progress on a regular basis. The project manager must access and monitor risks to the project and mitigate them. No project ever goes exactly as planned, so project managers must learn to adapt to and manage change. 20

21. Role of Project Manager Project Manager must have following skills: Leadership People management (customers, suppliers, functional managers and project team) Effective Communication (verbal and written) Influencing Negotiation Conflict Management Planning Contract management Estimating Problem solving Creative thinking Time Management 21

22. Pitfalls in Project Management Poor communication Disagreement Misunderstandings Union strikes Personality conflicts Poor management Poorly defined goals and objectives 22

23. Reference “Information Technology Project Management “ Kathy Schwalbe Thomson Publication “Information Technology Project Management Providing Measurable Organization “ Jack Marchewka A Guide to the Project Management Body of Knowledge (2003). The Project Management Institute. http://www.pmi.orghttp://www.pmi.org 23