Chapter 1a-

Introduction to
Project
Management
I A S 31 3 3
Chapter Outline
1.1. The importance of project management

1.2 Overview of project management.

1.3. Trends in project management.

1.4. Guideline for best practices in project management

1.0 Project Management
Importance
Why project management is
important for an organization?
1. Strategic Alignment
◦ Project management is important because it ensures what is being delivered, is right, and will
deliver real value against the business opportunity

2. Leadership
◦ Project management is important because it brings leadership and direction to projects.

3. Clear Focus & Objectives

◦ Project management is important because it ensures there’s a proper plan for executing on
strategic goals.
Why project management is
important for an organization?...
4. Realistic Project Planning
◦ Project management is important because it ensures proper expectations are set around what
can be delivered, by when, and for how much.

5. Quality Control
◦ Project management is important because it ensures the quality of whatever is being delivered,
consistently hits the mark.

6. Risk Management
◦ Project management is important because it ensures risks are properly managed and mitigated
against to avoid becoming issues.
Why project management is
important for an organization?...
7. Orderly Process
◦ Project management is important because it ensures the right people do the right things, at the
right time – it ensures proper project management process is followed throughout the project life
cycle.

8. Continuous Oversight
◦ Project management is important because it ensures a project’s progress is tracked and reported
properly.
1.1 Project Management Overview
Define a project
Define a project:
• Unique product or service
• Time-limited
• Project ends when the objectives are achieved or abandoned
Unique
-How can you tell that an activity is unique?

◦ Completely new product or service

◦ Creation of new process
◦ Product or service new to this group of people
Time-limited
What is the meaning of time-limited?

• May have a start and end date

• May be measured as “will be complete when a particular objective is
achieved”
• If it simply continues forever or to an unspecified end-date it is probably an
ongoing business activity
How you can tell the project is done?
• Objective is achieved
• Time limit is reached
• Objective is abandoned
Project Success
How we can say that our project is successful?

• Traditionally: on time, within budget and delivers the promised scope

• More effective measure: satisfied customer

Project constraints
• Cost
• Scope
• Quality
• Risk
• Resources
• Time
Triple constraint
All the constraints can be grouped into these three:

The triad constraints by John M. Kennedy T. (http://commons.wikimedia.org/wiki/File:The_triad_constraints.jpg) used under CC-BY-SA

license (https://creativecommons.org/licenses/by-sa/3.0/)
Project Management Skills and
Expertise
1. Application of knowledge
◦ Industry group
◦ Technical specialty
◦ Managerial area

2. Understanding the project environment

◦ Cultural, social, political, international, physical

3. Management knowledge and skills

4. Interpersonal skills
◦ Communication, influence, leadership, motivation, negotiation and problem solving
Project Management Standards
Standards organizations
PMI
◦ Project Management Institute: http://www.pmi.org/
◦ CAPM, PMP and other professional standards

IPMA
◦ International Project Management Association: http://ipma.ch/
◦ Several certifications
Summary
Project definition: unique, time-limited, can tell when it is over
Project success: satisfied client
Project constraints: time, scope, cost
Project management knowledge, skills and expertise
1.3 Trends in Project Management
How AI will transform the way project
managers work
1. Data Analytics and automation
Using cutting-edge technology to ensure that all information about projects is kept up to date. It also features
functions automation via virtual assistants of support services like status updates, risk assessment, and
stakeholder analysis. This allows the project manager to spend more time on problem-solving and less on
monotonous, repetitive duties.

2. Risk Management.
New applications use big data and ML to help leaders and project managers anticipate risks that might go
unnoticed. These tools can already propose mitigating actions soon. Automated reporting that is produced with
less labor with real-time data.

3. Digital assistant
Eg. Oracle has announced a new project management digital assistant, which provides instant status updates
and helps users update time and task progress via text, voice, or chat. It can manage team projects, prepare
documents and create project budgets.
 What preparations a project manager
needs to make to stay competitive?
1. Strong soft skill
- The project manager has to develop and improve soft skills. It can help you to be successful in the future.
Examples of soft skills that can be improved are communication, leadership, decision-making, and
problem-solving.

2. Leadership capabilities
- Project managers have to increase or out their leadership capabilities in themselves. Their leadership
skills guide teams to achieve project goals.

3. Strategic thinking
-To handle a certain project, the project management should operate at a more strategic level to help an
organization evolve, innovate and prosper. If not the project will collapse and fail. However, with the coming of
AI, hope it will help project management with proper guidelines.
 What preparations a project manager
needs to make to stay competitive?
4. Business intelligence
- Project management has to ability to understand and handle business situations. It is the collection of both
general and organization-specific knowledge about how things get done and what. Project management has to
increase soft skills, leadership, and strategic thinking to compete with other companies.

5. Good understanding the new technologies

-With the new technologies that change from time to time, project management has moved forward and gotten
knowledge from the new technologies on the internet or news about the technologies that always come with
the new function and features.
1.4 Guideline for Best Practices in
Project Management
PMBOK
What Is PMBOK in Project Management?
◦ The project management industry accepts the PMBOK as the complete procedures, best practices,
terminologies, and recommendations.
◦ Companies value PMBOK because it enables them to standardize procedures across diverse
divisions, modify procedures to meet particular requirements, and avoid project failures.

What is the PMBOK Methodology?

◦ Technically speaking, PMBOK is a framework for the project management business rather than a
methodology. Since the PMBOK procedures can be customized to fit a range of project management
scenarios, the PMI does not support any specific methodology. Instead, managers choose the best
processes for their businesses, teams, and projects.
History of PMBOK
What is the History of PMBOK?
◦ The PMI was established in 1969 to give professionals a venue to exchange knowledge and discuss
issues related to project management, and this is where the PMBOK got its start.
◦ The organization's first credential, the Project Management Professional, was released in 1984.
(PMP). The PMP exam has been called "an essential tool for aspiring project managers to test and
exhibit their ability to accomplish their obligations" by Forbes. In 1987, a PMBOK whitepaper was
released, and then in 1994, the PMBOK Guide's exposure draft.
PMBOK Guide
What is the PMBOK Guide?
◦ Emerging technologies, novel strategies, and quick market changes have altered the nature of labor
over the past few years, forcing the profession to advance. The 7th edition of A Guide to the Project
Management Body of Knowledge (PMBOK® Guide) has been updated to address these issues,
better reflect how people work today and support you in being more proactive and inventive.
Reflective of shifting project management priorities, PMBOK 7 focuses performance over processes.
PMBOK 6
covers project environment, the role of the project manager, and the 10
essential knowledge areas within project management.
Within PMBOK 6, each knowledge area is accompanied by processes, inputs, tools, techniques, and outputs.

The 10 project management knowledge areas in PMBOK 6 are defined as:

1.Integration – Implement the right procedures to complete the project’s required tasks.
2.Scope – Document all project goals and deliverables, deadlines, and budgets to better plan for the project.
3.Schedule – Maintain a steady pace to complete the project within the required timeframe.
4.Cost – Manage the project’s budget through estimating and allocating all related costs.
5.Quality – Manage and maintain a high level of quality throughout the project.
6.Resource – Improve project efficiency through planning and scheduling the project’s resources.
7.Communications - Plan, manage and monitor communications to ensure the right people are receiving the right
messages.
8.Risk – Anticipating potential risks to better plan for their potential outcomes.
9.Procurement – Secure all required materials and services to deliver the project.
10.Stakeholder – Keep stakeholders engaged throughout the project’s duration
PMBOK 7
▪The contents within PMBOK 7 include tailoring, models, methods, and artifacts,
and eight performance domains.

▪There’s a drastic shift from processes to performance.

▪The performance domains are focused on overall outcomes rather than just the
processes and techniques used within a project’s executions.

▪The importance of project quality is emphasized.

PMBOK 7 Performance Domains
While earlier PMBOK versions focused on knowledge areas, the 7th edition has replaced the traditional knowledge
areas with performance domains. The eight performance domains summarize the related elements essential to a
project’s success:

• Team
• Stakeholders
• Life cycle
• Planning
• Uncertainty and ambiguity
• Delivery
• Performance
• Project work

The new PMBOK performance domains focus on delivering value to the organization and its stakeholders through
the project delivery.
 Class Activity
•In groups of 4 or 5 people, try to identify the LARGEST project each of you have been
involved with.

•You do not have to have been the project manager—if not, what was your role? (team
member, volunteer, purchaser, ??)

•With the group, make it clear how the project you have identified meets the criteria:
• Unique
• Temporary

Write a summary of project member experiences using Padlet.com:

◦ Name- project name, project brief, project role, uniqueness of project, start and end date
(duration)