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1 Introduction

The document outlines a syllabus for a course on Project Management, detailing course outcomes, topics covered, and evaluation methods. Key areas include project analysis, financial analysis, network methods, optimization, and risk management. It also discusses the history of project management, the role of the project manager, and modern approaches like Agile Project Management.

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Sharan -246
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8 views10 pages

1 Introduction

The document outlines a syllabus for a course on Project Management, detailing course outcomes, topics covered, and evaluation methods. Key areas include project analysis, financial analysis, network methods, optimization, and risk management. It also discusses the history of project management, the role of the project manager, and modern approaches like Agile Project Management.

Uploaded by

Sharan -246
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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16-01-2025

Introduction to Project Management

Syllabus
Course Outcomes
CO1 Understand the importance of projects and its phases.
CO2 Analyze projects from marketing, operational and financial perspectives.
CO3 Evaluate projects based on discount and non-discount methods.
CO4 Develop network diagrams for planning and execution of a given project.
CO5 Apply crashing procedures for time and cost optimization.
Introduction: Introduction to Project Management, History of Project Management, Project Life Cycle.
Project Analysis: Facets of Project Analysis, Strategy and Resource Allocation, Market and Demand
Analysis, Technical Analysis, Economic and Ecological Analysis.
Financial Analysis: Financial Estimates and Projections, Investment Criteria, Financing of Projects.
Network Methods in PM: Origin of Network Techniques, AON and AOA differentiation, CPM network,
PERT network, other network models.
Optimisation in PM: Time and Cost trade-off in CPM, Crashing procedure, Scheduling when resources are
limited.
Project Risk Management: Scope Management, Work Breakdown Structure, Earned Value Management,
Project Risk Management.

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Syllabus
• Textbooks:
1. Prasanna Chandra, “Projects: Planning, Analysis, Selection, Financing,
Implementation and Review”, McGraw Hill Education New Delhi, 10th Edition,
2023
2. Larson, Erik W. Clifford F. Gray, “Project Management: The Managerial Process”,
McGraw Hill Education New Delhi, 8th Edition, 2020
3. Jack R. Meredith, Samuel J. Mantel Jr., Scott M. Shafer, “Project Management: A
Managerial Approach”, John Wiley, 10th Edition, 2017
• Scheme of Evaluation:
Exam Weightage (%)
Minor 20
MID Exam 30
Assignments 10
END Exam 40
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What is a Project?
• Project Defined (according to PMI)
• A temporary endeavor undertaken to create a unique product, service, or
result
• Major Characteristics of a Project
• Has an established objective.
• Has a defined life span with a beginning and an end.
• Involves several departments and professionals.
• Involves doing something never done before.
• Has specific time, cost, and performance requirements.

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Examples of Projects Given to College Graduates


• Business information: install new data security system
• Physical education: develop a new fitness program for senior citizens
• Marketing: execute a sales program for a new home air purifier
• Chemistry: develop a quality control program for an organization’s drug
production facilities
• Management: implement a new store layout design
• Accounting: work on an audit of a major client
• English: create a web-based user manual for a new electronics product

Program versus Project


• Program Defined
• A group of related projects designed to accomplish a common goal over an
extended period
• Program Management Defined
• A process of managing a group of ongoing, interdependent, related projects
in a coordinated way to achieve strategic objectives

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Comparison of Routine Work with Projects

Routine, Repetitive Work Projects


Taking class notes Writing a term paper
Daily entering sales receipts into the Setting up a sales kiosk for a professional
accounting ledger accounting meeting
Responding to a supply-chain request Developing a supply-chain information
system
Practicing scales on the piano Writing a new piano piece
Routine manufacture of an Apple iPod Designing an iPod that is approximately 2
× 4 inches, interfaces with PC, and stores
10,000 songs
Attaching tags on a manufactured product Wire-tag projects for GE and Walmart

Overview of Project Management

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History of Project Management


• Examples:
• The Great Pyramids of Giza (2,550 B.C.)
• The Great Wall of China (221 B.C. - 206 B.C.)
• Exceptional planning
• Coordination
• Allocation
• Hundreds of thousands of workers
• Paid and slave labor
• No evidence that they used optimal scheduling

History of Project Management


• Late 19th Century
• Business leaders faced with task of organizing labor in manufacturing and
assembly
• Modern Project Management (1900-1950 – Henry Gantt)
• Started with construction, engineering and defense projects
• Henry Gantt - forefather of project management
• Known for planning and control techniques
• “Gantt” chart keeps track of project schedule

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History of Project Management


• Gantt chart

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History of Project Management


• Modern Project Management (1900-1950 – Frederic Taylor)
• Work breakdown
• Piecemeal work
• Two mathematical scheduling methods
• “Program Evaluation Review Technique” or PERT
• Analyzes the tasks
• Identifies minimum amount of time

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History of Project Management


• The “Critical Path Method” developed for plant maintenance projects
• Algorithm for scheduling project activities.
• A CPM diagram is based on,
• List of all activities required for project
• Length of time for each activity
• Dependencies between the activities.

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Project Life Cycle

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The Challenge of Project Management


• The Project Manager
• Manages temporary, nonrepetitive activities and frequently acts
independently of the formal organization.
• Marshals resources for the project.
• Is the direct link to the customer.
• Works with a diverse troupe of characters.
• Provides direction, coordination, and integration to the project team.
• Is responsible for performance and success of the project.
• Must induce the right people at the right time to address the right issues and
make the right decisions.

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Current Drivers of Project Management


• Factors leading to the increased use of project management:
• Compressed product life cycles

• Knowledge explosion

• Triple bottom line (planet, people, profit)

• Increased customer focus

• Small projects represent big problems

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Agile Project Management (Agile PM)


• Traditional project management processes were not suitable to develop
software
• Used to manage projects with high levels of uncertainty
• Employs an incremental, iterative process (“rolling wave” approach) to complete
projects
• Focuses on active collaboration between the project and customer
representatives
• Breaks project into small functional pieces, and adapts to changing requirements
• Often used up front in the defining phase to establish specifications and
requirements, and then traditional methods are used to plan, execute, and close
the project
• Works best in small teams of four to eight members

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Rolling Wave Development

• Iterations typically last from one to four weeks.


• The goal of each iteration is to make tangible progress such as define a key
requirement, solve a technical problem, or create desired features to
demonstrate to the customer.
• At the end of each iteration, progress is reviewed, adjustments are made,
and a different iterative cycle begins.
• Each new iteration subsumes the work of the previous iterations until the
project is completed and the customer is satisfied.

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Project Management Today: A Socio-Technical Approach


• The Technical Dimension (The “Science”)
• Consists of the formal, disciplined, purely logical parts of the process.
• Includes planning, scheduling, and controlling projects.
• The Sociocultural Dimension (The “Art”)
• Involves the contradictory and paradoxical world of implementation.
• Centers on creating a temporary social system within a larger organizational
environment that combines the talents of a divergent set of professionals
working to complete the project.

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A Socio-Technical Approach to Project Management

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