1. Introduction to Project Management

2. Agenda Introduction Projects - Attributes and Challenges
Project Management
Project Management Framework – PMI
Project Management Certifications (PMP / CAPM)
Project Management Software
Project Success Factors
Traditional and Agile
Takeaways
Project Management 2

3. Introduction
In any Economy the significant part of the growth is achieved through Economic activities in Project Mode / Mission Critical Project Mode.
Any Project of reasonable complexity can only be Planned, Managed and Delivered through Project Management Tools & Techniques which is enabled through Technologies.
When a project and program management mindset is embedded into an organization’s DNA, performance improves and competitive advantage accelerates.
The projects of high-performing organizations successfully meet goals two–and–a–half times more often (90 percent vs. 36 percent), and these organizations waste 13 times less money than their low-performing counterparts.**
The U.S. spends $2.3 trillion on projects every year, or one-quarter its gross domestic product, and the world as a whole spends nearly $10 trillion of its $40.7 gross product on projects of all kinds.*
*PMI, The Project Management Fact Book Second Edition, 2001.
Source: PMI: Pulse of the Profession 2015: Capturing the Value of Project Management 2015
Project Management 3

4. Operations and Projects
Organizations perform work, classified into either operations or projects with common characteristics like
People perform both the activities.
Both are constrained by limited resources.
Both are planned, executed, and controlled.
Operations are ongoing and repetitive whereas projects are temporary and unique.
Projects are often implemented as a means of achieving an organization’s strategic plan they are critical for the organizations growth like
Developing a new product or service.
Effecting a change in structure, staffing, or style of an organization.
Developing a new or modified information system.
Implementing a new business procedure or process.
Project Management 4

5. Project Attributes A project: Has a unique purpose Is temporary
Is developed using progressive elaboration
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding for the project
Involves uncertainty / evolutionary in nature
A project is a temporary endeavor undertaken to create a unique product or service or result. Requires the adoption of a specific management philosophy and distinct technical skills
Project Management 5

6. Project Types
Development project is like building a house as per need of the customer
Maintenance project is like repairing an existing building
Conversion project is like changing an existing feature e.g. moving to tiled flooring
Enhancement project is like extension of an existing building
Package Implementation project resembles purchase of ready-made apartments with limited customization.
Project Management 6

7. Possible issues in Projects
Schedule Delay
Cost Overrun
HR Management
Risk Management
Communication
Primary constraints are 
Scope (what work to be done?)
Time (how long to complete?)
Budget (what should it cost?)
Project manager’s duty to balance these 3 often-competing goals and satisfy the project’s sponsor!.
Project Management 7

8. Challenges Changing priorities within organization – 40%
While the focus is ensuring project delivery, statistics show projects are often not delivered / delivered after missing several target dates with huge cost overrun.
Gartner group of 2011 said that projects were still failing at the rate of 70% - 80%
Most Common Causes of Project Failure:
Changing priorities within organization – 40%
Inaccurate requirements – 38%
Change in project objectives – 35%
Undefined risks/opportunities – 30%
Poor communication – 30%
Inadequate sponsor support – 29%
Inaccurate task time estimate – 27%
Inexperienced project manager – 20%
Top Contributors to Large IT Project Failure:
Unclear objectives/lack of business focus
Unrealistic schedule/reactive planning
Shifting requirements/technical complexity
Unaligned team/missing skills
Unexplained causes
,ProofHub survey, 2015
Major contributing factors toward project failures –
80% – Poor Communication
51% – Lack of project plan
29% – Poor handling
13% – Unrealistic timeframes
9% – Undefined objectives
3% – Others
Top Contributors to Large IT Project Failure: Unclear objectives/lack of business focus Unrealistic schedule/reactive planning Shifting requirements/technical complexity Unaligned team/missing skills Unexplained causes PMI: Pulse of the Profession 2015: Capturing the Value of Project Management 2015
Most Common Causes of Project Failure: Changing priorities within organization – 40% Inaccurate requirements – 38% Change in project objectives – 35% Undefined risks/opportunities – 30% Poor communication – 30% Undefined project goals – 30% Inadequate sponsor support – 29% Inadequate cost estimates – 29% Inaccurate task time estimate – 27% Resource dependency – 25% Poor change management – 25% Inadequate resource forecasting – 23% Inexperienced project manager – 20% Limited resources – 20% Procrastination within team – 13% Task dependency – 11% Other – 9%
PMI Pulse of the Profession 2015: Capturing the Value of Project Management 2015
Source: PMI: Pulse of the Profession 2015: Capturing the Value of Project Management 2015

9. Challenges
Project Management 9

10. Project Management
Clients initiate a project to achieve business benefit
Clients’ expectations are
Problem solving
Value delivery
Risk Management
Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals.
Client Concerns
Benefits
Transition
Risk
Project focus
Schedule
Cost
Scope
Project Management 10

11. Why formal Project Management?
Focus on activities involving skills, resources and cost
Higher quality and increased reliability.
Improved customer relations.
Better control of financial, physical, and resources.
Shorter development times leading to lower costs.
Higher profit margins with improved productivity.
Better internal coordination and teamwork leading to higher worker morale (less stress).
Project Management 11

12. PERT – CPM Technique Project Breakdown structure
Planning, Scheduling (or organizing) and Control are considered to be basic Managerial functions of Project Manager.
Project Breakdown structure
Essential six steps of PERT – CPM Technique
Define the Project in terms of all of it’s significant activities or tasks.
Develop the relationships
( precedence) among the activities.
Draw the "Network" connecting all the activities. Use Dummy Activities if needed to maintain Precedence
Assign time and/ resource or cost estimates to each activity
Compute the longest time path through the network - Critical Path
Use the Network to plan, schedule, monitor progress and control the project
A Typical PERT/CPM Diagram
Project Management

13. Project Management Project Management Body of Knowledge (PMBOK)
Fifth Edition
from
Project Management Institute (PMI) of USA
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.” (PMBOK)
Source:
Project Management 13

14. Project Management Framework
Process Groups
Initiating
Planning
Executing
Monitoring and Control
Closing
Knowledge Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholders Management
Source:
Project Management 14

15. The Project Management Profession
Professional societies such as the Project Management Institute (PMI) have grown significantly.
There are specific interest groups in many areas, such as engineering, financial services, health care, and IT.
Project management research and certification programs continue to grow.
PMI provides certification as a Project Management Professional (PMP).
A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam.
Source:
Project Management 15

16. PMP Certification
Project Management 16
Source:

17. PMP Certification Advantages
PMP is one of the best professional credential in the field of Project Management. The Project Management Guidelines, Methodologies, tools and techniques, and the entire framework provide a more holistic view of project management, enriching your knowledge.  According to Foote Partners LLC, an IT workforce research company, projects managed by people who are not PMP certified project managers have only 25% success rate in contrast to 75% success rate of projects handled by PMP certified managers. Why should I go for PMP certification?
A professional with a PMP certification is recognized worldwide to handle projects with diligence and constructive approach and enhances your marketability
Certifies your expertise in project understanding, time management, risk management, quality control, leadership, budgeting, communication, documentation and integration
Increased Earnings - contributes to Higher Billing Rate
Better career opportunities to someone who is PMP certified and all of these skills add value to the organization
Improved Project Management Skills
Professional Validation of your Experience & Competence; a PMP credential gives you the most sought after appreciation and visibility within your organization.
Source:
Project Management 17

18. How does it help me ?
Graduates from specialized MBA programs may become full-time project management professionals in a variety of industries,
A degree isn't absolutely necessary for a career in project management.
However, it can certainly enhance your resume. A degree may increase your chances of getting an entry level position. It may also help you to advance in your career.
Indian IT companies value PMP more then MBA because PMP is more tailored for their requirements then an MBA (for Delivery streams). For Consulting streams MBAs are preferred over PMP as you need broader skills.
Source:
Project Management 18

19. Certified Associate in Project Management (CAPM) Certification
Source:
Project Management 19

20. Project Management Software
Enterprise PM software integrates information from multiple projects to show the status of active, approved, and future projects across an entire organization.
It also provides links to more detailed information on each project.
Many managers report status in color – Red, Yellow, and Green (RAG)
Project Management 20

21. Microsoft Project (MS Project)
Project management software program, designed to assist a PM in developing a plan, assigning resources to tasks, tracking progress, managing the budget, and analyzing workloads.
Microsoft Project and Microsoft Project Server are the cornerstones of the Microsoft Office Enterprise Project Management (EPM) product.
Microsoft Project Professional and Project Server 2013 have been officially available since the beginning of March 2013
Project Management 21

22. SAP PS - Project Systems
Project Structures
Project Planning
Project Budgeting
Functionality
Scheduling & Execution
Project Period End Closing
Project Analysis & Reporting
Structures
Capacities
ALV
Controlling
Progress Analysis
Proj. summarization
Material Analysis
Project Information System
Project Management

23. PRIMAVERA – Project Management
Structuring Projects
Setting-up and define EPS (Enterprise Project Structure).
Add a project to the EPS hierarchy.
Defining WBS (Work breakdown structure) to the Project.
Defining OBS (Organizational breakdown structure)
Defining Resources.
Create Calendar for Activities & Resources.
Add activities to WBS.
Input activity details.
Schedule project.
Updating progress after project starts.
Preview / Print reports (Default / Custom made reports).
Project Management

24. Project Success Factors*
1. Executive support
2. User involvement
3. Experienced project manager
4. Clear business objectives
5. Ring fencing scope
6. Standard software infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as small milestones, proper planning, competent staff, and ownership
*The Standish Group, “Extreme CHAOS” (2001).
Project Management 24

25. Traditional and Agile Every project must Develop a scope of work
Estimate the time and cost of the project
Allocate resources
Conduct a risk assessment
Traditional
Gathers all the requirements affront
Plan driven
Agile
Adaptive – accommodating to newer or different conditions to deliver the true end goals of the products
Iterative and incremental delivery with focus on maximizing value delivery
Progressive elaboration or rolling-wave planning
Flipping the Iron triangle
Source: Agile Project Management - Jim Highsmith
Project Management

26. Iterative and Incremental delivery - Scrum
Source: Agile Project Management - Jim Highsmith
Project Management

27. Takeaways
As the number and complexity of projects continue to grow, it is becoming even more important to practice good project management.
A project has several attributes, such as being unique, temporary and developed incrementally.
A framework for project management includes project stakeholders, the ten knowledge areas, tools and techniques, and creating project portfolios to ensure enterprise success.
Successful project managers must possess and development many skills and lead their teams by example.
The project management profession continues to mature as more people become certified and more tools are created.
Project Management 27