Project Management Course Objectives:

To understand the importance of project management in todays world.

To establish the importance of projects in implementing organization

strategy

To understand the rules for creating a Work Breakdown Structure for a

project

To demonstrate the importance of WBS to the management of projects and

how it serves as a database for planning and control

To develop a network diagram for a project

To understand why estimating project times and costs are the foundation for
project planning and control

To understand the intricacies of project earned value analysis

To illustrate approaches for risk identification, analysis, and assessment

To understand the procurement process and the risks involved in different

contracts

To identify key characteristics of a high-performance project team

To understand the critical success factors in project management

To understand project closure process

Pedagogy

The pedagogy would consist of a combination of interactive classroom

sessions, group exercises, role plays, project presentations and case
studies discussions.

Classroom Sessions: Every class session is suggested to have a 1.5 hour

duration. It will be power point presentation based, focus on elaboration of
key concepts and principles, and extensive illustration of their applications by
way of topical examples.

Group Exercises and Case Studies: The session will be supplemented with
a few group exercises and case studies to apply the theoretical concepts for
understanding practical situations.

PMI

Introduction - Project Management Fundamentals

Project Integration Management

Project Scope Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Stakeholders Management

Syllabus
The Executive Programme in Project Management will comprise of the following key
modules.

Module I: Project Management Fundamentals

Project Management overview

Project Life cycle & Feasibility Analysis

Project Evaluation Techniques

Summary Illustrative Review Problems / Incidents

Module II: Project Network Techniques PERT/CPM

Project Planning & Scheduling

Project Work Breakdown Structure & networking

Project Network Techniques PERT / CPM

Time & Cost based calculations using PERT

Summary Illustrative Review Problems / Incidents

Module III: Project Resource Allocation & Risk Management

Project scheduling with Resources

Risk Identification, Management and Planning

Summary Illustrative Review Problems / Incidents

Module IV: Project Human Resource, Procurement & Materials

Management

Project Organization Structure

Leadership Style, Effective Project Teams

Managing Conflicts

Project Total Quality Management

Project Contract Management

Project Procurement & Materials Management

Summary Illustrative Review Problems / Incidents

Module V: Areas of Project Management

Scope

Time

Cost

Communication

Stockholders Management

Module VI: Computer Based Project Management

Project Scheduling

Project Monitoring & Control

Report Generation

What is a project?

Cement Project, power project, refinery project, fertilizer project, etc.

Term project is common - plants are not. In each case the project is for the
plant but as soon as the plant is operational, the project is deemed to be
completed.

Project for method improvement.

The explicit use of the term project is not always necessary - elections,
admission process, road-dam-building construction.

A project, therefore, is not a physical object, nor it is the end result it

has something to do with the going - on in between, which must be the
same, whether we build a high technology process plant or merely hold an
election, to deserve a common name and to be termed as a project.

A project is, thus, initiated to achieve the mission-whatever the mission may
be. A project is completed as soon as the mission is fulfilled.

A combination of human and non human recourses pooled together to in

a temporary organization to serve specific purpose.

A project is a temporary endeavor undertaken to create a unique product,

service, or result.

Operations is work done to sustain the business.

A project ends when its objectives have been reached, or the project has
been terminated.

Projects can be large or small and take a short or long time to complete.

A group of tasks (activities) performed within a definable time period

(schedule) in order to meet a specific set of goals/objectives
(performance) within a budget (cost plan)

A project generally exhibits most of the following conditions:

It is unique

A project is finite

Usually complex

A project is heterogeneous

Non-repetitive

Requires multiple resources from a finite resource pool

It is a one shot, time limited, goal directed, major undertaking, requiring the
commitment of varied skills and resources.

A project is defined to be a task which has a definite beginning-definite

end time and which consists of several activities or jobs.

Examples of projects include,but are not limited to:

Developing a new product or service
Effecting a change in structure, staffing, or style of an organization
Designing a new transportation vehicle
Developing or acquiring a new or modified information system
Constructing a building or facility
Building a water system for a community
Running a campaign for political office
Implementing a new business procedure or process
Various elements of project: Based on set of definitions

Projects
Projects
Projects
Projects

are complex, one time processes

are limited by budget ,schedule, and resources
are developed to resolve a clear goal or set of goals
are customer focused

Process
1. Repeat process or product
2. Several objectives
3. On-going
4. People are homogeneous
5. Systems in place
6. Performance, cost, & time known
7. Part of the line organization
8. Bastions of established practice
9. Supports status quo

Project
1. New process or product
2. One objective
3. One shot limited life
4. More heterogeneous
5. Systems must be created
6. Performance, cost & time less
certain
7. Outside of line organization
8. Violates established practice
9. Upsets status quo

Project management

is the application of knowledge, skills, tools,

and techniques (KSTT) to project activities to meet project requirements.*

Project Management are the management activities of planning, directing,

and controlling resources (???????) to meet the technical, cost, and
time constraints of a project.

Importance of PM??????

Fast technological changes: Electronic goods

Narrow product launch windows:
High entropy of system:Expasion
Short life cycle of products: s/w,moblile.
Globalization impact:BRICS
Large organizations
All lead to Customer Focus

Determinants of project success??????

Objectives of PM/ Determinants of project success

1. Scope-cricket, badminton, tennis players have boundaries. People live

in slums ( No of family, no of family members, their income, etc) .
2. Performance (technical)- Water treatment plant- to clean 10000
lts/day.
3. Time- a project has fixed time, completion should be in time.
4. Cost/ Budget- f(P,T,S)
5. Client acceptance

Key indicators of IT project success ???????

1.System quality- easy to use, and they supply quality information.
2.Information quality- the information generated by the implemented IT
project must be the info required by users and be of significant quality that
it is actionable.
3.Use- IT system must be, problem solving, decision aiding, and networking
mechanism.
4.User satisfaction- team must determine user satisfaction.
5.Individual impact- is decision making faster and more accurate. Is info.
more retrievable and more affordable, and assimilated.
6.Organisational impact- positive impact on entire organization.

Information Technology Project Success

Software & hardware projects fail at a 65% rate
Over half of all IT projects become runaways
Up to 75% of all software projects are cancelled
Average cost overrun is 45%; schedule overrun is
63%; with only 67% of originally contracted features
47% of IT projects delivered but not used, 29% paid
for but not delivered; 19% abandoned
Four Dimensions of Project Success

Benefits (organization)

Improved efficiency
Improved effectiveness
Increased profit
Strategic goals
Organization learning
Reduced waste

Benefits (stakeholders)

Satisfied users
Social and environmental impact
Personal development
Professional learning
Capital supplier
Project team
Impact on surrounding community

Understanding success criteria

Iron
triangle

Information
system

Benefits
(organization)

Benefits
( stakeholders)

Cost

Maintainability

Improved
efficiency

Satisfied users

Quality

Reliability

Time

Validity
Information
Quality
Use

Improved
effectiveness
Increased profit

Social and environmental

impact
Personal development

Strategic goals

Professional learning

Organization
learning
Reduced waste

Capital supplier
Project team
Impact on surrounding
community

What is a CMM in a project?????

Project Management Maturity Model:

PMMM allow an organization to benchmark the best practices of successful
PM firms.

Developing Project Management Maturity

Project management maturity models: 4 models

SEIs (Software Engineering Institute Carnegie Mellon University) capability

maturity model integration
Center for business practices
Kerzners project management maturity model
ESI (Education Service Institute) Internationals project framework

Development of PM maturity

PMMM allow an organization to benchmark the best practices of

successful PM firms
Level of sophistication is different - practices (Boeing, L&T)
Purpose of Benchmark- process improvements of project delivery
New org where to start?
MM provide necessary frame work to first, analysis and evaluate current
practices, and second compare them with chief competitor? Industry
standards, and third, define a systematic route for improving these
practices
MM- continuous improvement in practices, MM offer the template for
defining and then achieving such a progressive improvement.
MM chart both set of standards currently accepted and as well as
process for achieving significant movement towards these benchmarks.

Spider Web Diagram

Project Scheduling
4

Personnel Development for Projects

Structural Support for Project Management

Networking Between Projects

Project Stakeholder Management

Coaching, Auditing and Evaluating Proejcts

Control Practices

Ring level

Meaning

Not defend or poor

Defined but substandard

Standardized

Portfolio Management

Industry leader

Ring level

Meaning

Not defend or poor

Defined but substandard

Standardized

Industry leader

High
m aturi
ty
Institu
tionali
zed
seek
contin
ues
Moderate
maturity
impro
vem
en
Defined practices
t
Training program s
Organizational support
Low maturity
Ad hoc processes,
no com mon language,
little support

Overview of Project Management Knowledge Areas and

Project Management Processes
`

Success is contextual: Depends on

(1) Strategy
(2) Organizations culture and
(3) Structure
Project and organizational strategy: (strategic mgt) SM is the science of:

Formulating,
Implementing and,
Evaluating cross functional decisions that enable them to achieve its
Objectives.

SM consists of

Developing vision statement and mission statement: where you want

to be.
Formulating, implementing, and evaluating: based on SWOT, and
resources.
Making cross functional decisions: All the departments.
Achieving objectives: market leadership through cost, innovative
product, superior quality, other means.

Projects Reflect Strategy

Projects are stepping stones of corporate strategy
The firms strategic development is a driving force behind project
development
Some examples include:
A firm wishing to

may have a project

redevelop products or processes

to reengineer products or
processes.
to create new product lines.

changes strategic direction or product

portfolio configuration
improve cross-organizational
communication & efficiency

Strategy

to install an enterprise IT
system.

Project

Redevelopment of products for greater mkt. share

New business processes for greater streamlining

REP
REP

Creation of new strategic alliances

Improving cross org. communication
New distribution strategy

SCM
?????
???

Relationship of strategic elements: harmony

Mission
Objectives
Strategy

Goals

Program

Mission
The company is in business of supplying system components to
worldwide non residential AC mkt.

Objectives
15%ROI, Non decreasing dividends , More socially conscious image

Strategy
Focus on existing market and
products
Oppurtunities in foreign market
New Product line in existing
market

Goals
8% ROI
9% and So
on.

Program
Product cost improvement
program work Cap (WCIP)
Image Assessment Program
Product Development
Program

Organization structure consists of three key elements

1. Organizational structure (OS) designates formal reporting relationship,
including no of levels, span of control of managers and supervisors.
2. OS identifies the grouping together of individuals into departments and
departments into total origination.

3. OS includes the design of systems to ensure effective communication,

coordination, and integration of efforts across departments.

Project Family Tree

Plan

National/ Corporate plan with targets for growth.

Programme

Health programme, education programme, Sc&Tech. prog.

Project

Hospitals, schools, power plants

Work packages

Water supply & distn , power supply and distrn packages

Task
foundations.

Award of water supply contract, construction of

Activity
specs.

Excavation, laying of cable, preparation of drawings, and

Work Breakdown Structure

Hierarchical organization of work to be done on a project
Project broken down into modules
Modules subdivided into subcomponents, activities, and tasks
Identifies individual tasks, workloads, and resource requirements

Hierarchical organization of work to be done on a project

Project broken down into modules
Modules subdivided into subcomponents, activities, and tasks
Identifies individual tasks, workloads, and resource requirements

Forms of organizational structure

Internal and external organization environment?
Functional organization: grouping people performing similar activities
into departments
Project organization: grouping people into project teams on temporary
assignments
Matrix organization: companies are structured by creating a dual
hierarchy in which functions and project have equal prominence by