Project

Managem
ent
By : Dr. Ritu Bibyan
 The Project
• A project is a temporary endeavor undertaken
to create a unique product, service, or result.

• Projects have a defined beginning and end,

and they utilize various resources to achieve
their objectives.

• Effective project management ensures a

project's success by aligning the team, scope,
schedule, and budget.

• The end is reached when the project’s objectives have

been achieved or when the project is terminated
because its objectives will not or cannot be met, or when
the need for the project no longer exists.
A project can create:

• A product that can be either a component of another item, an

enhancement of an item, or an end item in itself;
• A service or a capability to perform a service (e.g., a business function
that supports production or distribution);
• An improvement in the existing product or service lines; or
• A result, such as an outcome or document (e.g., a research project that
develops knowledge that can be used to determine whether a trend
exists or a new process will benefit society)
 Introduction to
Project
Management
Project management is the art of planning,
organizing, and managing resources to
successfully achieve specific goals and
objectives within a defined scope, time, and
budget. It is the application of knowledge, skills,
tools,
It is a and techniques
critical to project activities
skill for organizations to
to deliver
meet project
complex requirements.
initiatives on time and on budget.

It is a application of knowledge requires

the effective management of
appropriate process.
Managing a project typically includes, but is not limited to:
• Identifying requirements;
• Addressing the various needs, concerns, and expectations
of the stakeholders in planning and executing the project;
• Setting up, maintaining, and carrying out communications
among stakeholders that are active, effective, and
collaborative in nature;
• Managing stakeholders towards meeting project
requirements and creating project deliverables;
• Balancing the competing project constraints, which
include, but are not limited to:
 Scope,
 Quality,
 Schedule,
 Budget,
 Resources, and
 Risks.
 Project Management Office (PMO)
• A PMO is a management structure that standardizes the project-related governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques.
• Integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are
being fulfilled.
• The primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited
to:
 Managing shared resources across all projects administered by the PMO
 Identifying and developing project management methodology, best practices, and standards
 Coaching, mentoring, training, and oversight
 Monitoring compliance with project management standards, policies, procedures, and templates by means of
project audits
 Developing and managing project policies, procedures, templates, and other shared documentation (organizational
process assets)
 Coordinating communication across projects.
Need for Project Management
1 Increased Complexity 2 Resource Constraints
Projects today are becoming Project managers must optimize
more complex, with multiple the use of limited resources,
stakeholders, interdependent such as budget, time, and
tasks, and sophisticated personnel, to achieve project
technologies. Effective project objectives. Proper planning and
management is essential to control are crucial to stay on
navigate this complexity and track.
ensure successful project
delivery.
Stakeholder Expectations
3
Stakeholders, including clients, executives, and team members, have high
expectations for project outcomes. Project management ensures clear
communication, accountability, and alignment to meet these expectations.
• A project life cycle is the series of phases that a project passes through from its initiation to its closure.
• The phases are generally sequential, and their names and numbers are determined by the management and
control needs of the organization or organizations involved in the project, the nature of the project itself, and its
area of application.
• The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific
milestones within the overall scope of work, or financial availability.
• Phases are generally time bounded, with a start and ending or control point. A life cycle can be documented
within a methodology.
• The project life cycle can be determined or shaped by the unique aspects of the organization, industry, or
technology employed.
• While every project has a definite start and a definite end, the specific deliverables and activities that take place
in between will vary widely with the project.
The Project Life Cycle Phases
Initiating and Planning:

 Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to
satisfy the specific needs of the project;
 Specific organizational standards such as policies (e.g., human resources policies, health and safety
policies, ethics policies, and project management policies), product and project life cycles, and quality
policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process
definitions for use in the organization); and
 Templates (e.g., risk register, work breakdown structure, project schedule network diagram, and
contract templates).
Executing, Monitoring and Controlling:

 Change control procedures, including the steps by which performing organization standards, policies,
plans, and procedures or any project documents will be modified, and how any changes will be
approved and validated;
 Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
 Issue and defect management procedures defining issue and defect controls, issue and defect
identification and resolution, and action item tracking;
 Organizational communication requirements (e.g., specific communication technology available, authorized
communication media, record retention policies, and security requirements);
 Procedures for prioritizing, approving, and issuing work authorizations;
 Risk control procedures, including risk categories, risk statement templates, probability and impact
definitions, and probability and impact matrix; and
 Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement
criteria.
Closing:
 Project closure guidelines or requirements (e.g., lessons learned, final project audits, project evaluations,
product validations, and acceptance criteria).
 The Project Manager

 The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the
project objectives.
 The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager is
focused on providing management oversight for a functional or a business unit, and operations managers are responsible for
ensuring that business operations are efficient.
 In addition to any area-specific skills and general management proficiencies required for the project, effective project management
requires that the project manager possess the following competencies:
• Knowledge—Refers to what the project manager knows about project management.
• Performance—Refers to what the project manager is able to do or accomplish while applying his or her project management
knowledge.
• Personal—Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness
encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while
achieving project objectives and balancing the project constraints.
 Inter-Personal Skills of Project Manager

• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision making
• Political and cultural awareness
• Negotiation
• Trust building
• Conflict management
• Coaching
 Project Stakeholders
• Stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself
to be affected by a decision, activity, or outcome of a project.
• Stakeholders may be actively involved in the project or have interests that may be positively or
negatively affected by the performance or completion of the project.
• Stakeholders include all members of the project team as well as all interested entities that are
internal or external to the organization.
• The project team identifies internal and external, positive and negative, and performing and advising
stakeholders in order to determine the project requirements and the expectations of all parties
involved.
• Stakeholders have varying levels of responsibility and authority when participating on a project. This
level can change over the course of the project’s life cycle.
• Their involvement may range from occasional contributions in surveys and focus groups to full
project sponsorship which includes providing financial, political, or other support.
• Some stakeholders may also detract from the success of the project, either passively or actively.
The following are some examples of project
stakeholders:
1. Sponsor: A sponsor is the person or group who
provides resources and support for the project
and is accountable for enabling success.
2. Customers and users: Customers are the persons
or organizations who will approve and manage
the project’s product, service, or result. Users are
the persons or organizations who will use the
project’s product, service, or result.
3. Sellers: Sellers, also called vendors, suppliers, or
contractors, are external companies that enter
into a contractual agreement to provide
components or services necessary for the project.
4. Business partners: Business partners are external organizations that have a special relationship with the enterprise, sometimes
attained through a certification process. Business partners provide specialized expertise or fill a specified role such as
installation, customization, training, or support.
5. Organizational groups: Organizational groups are internal stakeholders who are affected by the activities of the project team.
6. Functional managers: Functional managers are key individuals who play a management role within an administrative or
functional area of the business, such as human resources, finance, accounting, or procurement.
7. Other stakeholders: Additional stakeholders, such as procurement entities, financial institutions, government regulators, subject
matter experts, consultants, and others, may have a financial interest in the project, contribute inputs to the project, or have an
interest in the outcome of the project.
 Project Team
• Includes the project manager and the group of individuals who act together in performing the work of the project to achieve
its objectives.
• Includes the project manager, project management staff, and other team members who carry out the work but who are not
necessarily involved with management of the project.
• This team is comprised of individuals from different groups with specific subject matter knowledge or with a specific skill set to
carry out the work of the project.
• Project teams include roles such as:
 Project management staff: The members of the team who perform project management activities such as scheduling,
budgeting, reporting and control, communications, risk management and administrative support. (supported by PMO)
 Project staff: who carry out the work of creating the project deliverables.
 Supporting experts: perform activities required to develop or execute the project management plan (contracting, financial
management, logistics, legal, safety, engineering, test, or quality control).
 User or Customer Representatives: Members of the organization who will accept the deliverables or products of the
project may be assigned to act as representatives or liaisons to ensure proper coordination, advise on requirements, or
validate the acceptability of the project’s results.
 Sellers: also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to
provide components or services necessary for the project.
 Business partner members: Members of business partners’ organizations may be assigned as members of the project team
to ensure proper coordination.
 Business partners. Business partners are also external companies, but they have a special relationship with the enterprise,
sometimes attained through a certification process. Business partners provide specialized expertise or fill a specified role
such as installation, customization, training, or support.
Project Management
Processes

The key project management processes,

which run through all of these phases,
are:
•Phase management.
•Planning.
•Control.
•Team management.
•Communication.
•Procurement.
•Integration.
Phase management – Here, you ensure that you adequately satisfy the conditions for completing each
phase, and for starting the next one.
Planning – Carry out high-level planning for the whole project at the start of the project, then do more
detailed planning for each phase at the start of each phase. Ensure that you have the right people,
resources, methodologies, and supporting tools in place for each planning phase, so that you can deliver the
project on time, on budget, and to appropriate quality standards.
Control – It's essential to control scope, cost, and issues; and to manage time, risks, and benefits effectively.
Create reports that contain the information you need to create an accurate picture of how things are
proceeding.
Team management – As project manager, you are responsible for managing the project team. Working on a
project is often different from most "business as usual" activities, and project work may require a different
approach and set of skills. As such, you'll probably need specific project management training and support.
Communication – Make sure that you're clear about who is responsible for communicating to team
members, the project board, the different stakeholders within the business, and relevant third parties.
Inadequate communication is a frequent problem area for projects, and it needs considerable attention to
communicate well.
Procurement – This is a specialist area. Many projects hire third parties to manage purchasing, particularly
when it involves IT systems. Managing the Integration – Many projects do not stand on their own within an
organization – they often impact other areas of the business. Make sure that you consider how your project
will interface with other projects or [Link] third parties is often the role of the project manager .
Impact of Delays in
Project Completions
1 Cost Overruns 2 Missed Deadlines
Delays often lead to Delays can cause the
increased costs, as the project to miss critical
project requires more milestones and
resources and extended deadlines, leading to
timelines. dissatisfied stakeholders.

3 Reduced Quality 4 Damaged Reputation

Rushing to make up for Consistent project delays
lost time can result in can negatively impact
compromised quality and the organization's
suboptimal project reputation and future
deliverables. business opportunities.
Essentials of Project
Management Philosophy
Alignment Ensuring project goals are
aligned with the organization's
strategic objectives.

Accountability Clearly defining roles,

responsibilities, and ownership
to drive accountability.

Collaboration Fostering a collaborative

environment where team
members work together
effectively.
Continuous Improvement Regularly reviewing and
optimizing processes to
enhance project delivery.
 What are the 12 essential principles of project management?
1. Establish the project structure
A project is larger in scope than a typical task or activity. Structure your project in a manageable,
understandable way that is easy for the project management team and stakeholders to evaluate.

2. Define project goals and objectives

Defining the goals and objectives of your project is essential to establishing its structure and gaining support
from project management team members and stakeholders. Articulate the goals and specific objectives of the
project clearly, and ensure these align with the company's overall objectives.

3. Identify a project sponsor

Sponsor support is crucial to the success of a project. A project sponsor can provide enthusiastic assistance and
helpful guidance for the project. Sponsors also can garner additional support and resources from multiple
stakeholders and teams as necessary.

4. Form roles and responsibilities

Roles and responsibilities will vary depending on business requirements, stakeholder expectations, available
people and resources, and other factors. Define these roles clearly to ensure effective collaboration and avoid
duplication of efforts and unaddressed project needs.
5. Ensure team accountability
Foster a culture of accountability within your team. Implement ways to track and measure individual and
collective responsibility.

6. Manage project scope and changes

Adaptability is key throughout a project’s life cycle. Goals, needs, expectations, available people, and
resources are subject to change at any time throughout a project’s life cycle. Every project management
plan must include a robust strategy and clearly defined processes for managing project scope and dealing
with changes.

7. Create a risk management plan

Risks can quickly threaten the project, if not the business itself. Project management plans must include
comprehensive steps for identifying, assessing, and mitigating project risks. Regularly review and update the
risk management plan as the project progresses.

8. Monitor progress
The project management team should monitor progress at every stage of every project. Establish key
performance indicators (KPIs) to help measure progress toward established goals. Your project management
plan must also include a system for regularly tracking, assessing, and reporting project progress
9. Focus on effective value delivery
The goal of every project is to deliver value to stakeholders and to the business as a whole. Give the highest
priority to tasks that contribute to the project's success. Include methods and tools that enable your team
to continuously assess and adjust priorities based on stakeholder needs and project objectives.

10. Establish a performance management baseline

Effective performance management is key to project management success. Establish a performance
management baseline to evaluate and track team and project performance. Use performance metrics to
identify areas for improvement and recognize achievements.

11. Finalize the project

To close out your project successfully, complete all the necessary tasks defined in your project plan. Ensure
that all deliverables meet quality standards. Obtain necessary stakeholder and management approvals.

12. Examine successes

Reflect on the project’s successes, and highlight the key factors that contribute to positive outcomes. It’s
equally important to document lessons learned to inform future projects and sustain continuous
improvement.