Project Management

Presented by
Azhar Ullah Ansari
Welcome!!
PROJECT INTEGRATION MANAGEMENT
GETTING THE JOB DONE
 A closer look at the project charter
 The charter is the only output of the Develop Project Charter
process.
 We know that it makes sense to do the project—that’s what we did
with the business case.
 We know that it assigns authority so that you can do your job. But
what else does a charter have in it?
Two things you’ll see over and over & over
 There are two main inputs that you’ll need
to refer repeatedly for a bunch of different
processes. Enterprise Environmental
Factors are anything that you need to
know about how your company does
business. Organizational Process
Assets have information about your
projects: how people in your company are
supposed to perform them, and how
past projects have gone.
 Plan your project
 Planning the project is when you really take control. You write a
plan that says exactly how you’re going to handle everything that
goes on in the project.
 The Develop Project Management Plan process is where you
organize all of the information about your project into one place,
so everyone knows exactly what needs to happen when they do
the project work.
The project management plan lets you plan-ahead for problems

 The Planning process group is where you figure

out how you’re going to do the project—because
you need to come-up with a plan before you bring
the team in to do the work.
 This is where you think about everything that will
happen on your project and try to plot a course to
completing it with as few errors as possible.
 Did you know?
 The project management plan is a collection of other plans
 Subsidiary plans
 The project management plan is a single document, but it’s broken
into a bunch of pieces called subsidiary plans.
 Scope management plan
 Requirements management plan
 Schedule management plan
 Cost management plan
 Quality management plan
 Human resource plan
 Communications management plan
 Risk management plan
 Procurement management plan
Direct and Manage Project Execution process
 This is where you simply follow the plan you’ve put together and
handle any problems that come up.
 This process has five outputs:
 Work Performance Information
 Deliverables
 Change Requests
 Project Documents Updates
 Project Management Plan Updates
 Check your knowledge
The project team developed project.
Deliverable Work performance information

A builder hangs a door.

Deliverable Work performance information

A wedding photographer sends the photo proofs to the client.

Deliverable Work performance information

The cable repair technicians takes an average of four hours per job.
Deliverable Work performance information

The construction crew worked 46 hours of overtime in March.

Deliverable Work performance information
Eventually, things WILL go wrong...
Sometimes you need to change your plans
 That’s what the Monitor and Control Project Work process is for.
 When you find a problem, you can’t just make a change... because:
 what if it’s too expensive,
 or will take too long?
 You need to look at how it affects the project constraints—time,
cost, scope, resources, risks, and quality—and figure out if it’s worth
making the change.
 That’s what you do in the Perform Integrated Change
Control process.
 Look for changes and deal with them
 Usually, the work is progressing just fine.
 But sometimes you find out that you need to change something,
and that’s when you use the Perform Integrated Change
Control process to see if the change is worth the impact it will have
on your project.
How the processes interact with each other
 While monitoring the teachers’ trip, you notice that they all ask for
non-smoking rooms every time they check into a hotel. But some
hotels don’t have enough non-smoking rooms available, and the
teachers aren’t too thrilled about that.
 After talking it over with the teachers it’s clear that it’s worth splitting
up the group over multiple hotels to make sure they all are in non-
smoking rooms—and some hotels are more expensive than you’d
planned. The cost change will put you over budget, so the cost
management plan needs to be updated. Time to take the request to
change control:
Control your changes; use change control
 Preventing or correcting problems
 When you monitor your project, you might be changing the way you
do your work and keep your project from being dragged down.
When you make a course change on your project, that’s taking
corrective action.
 It’s also possible that you might see problems that are going to
occur even though they haven’t happened yet. If you do, you will
want to take preventive action, or steps that you take to avoid
potential problems.
 Check your knowledge
A project is running late, so a software project manager looks to find slack time and
reassign resources to get things done more quickly.
Preventive action Corrective action

A caterer notices that the crudités are all gone and assigns a chef to make more.
Preventive action Corrective action
A photographer brings an extra camera body to a shoot, in case one breaks down.
Preventive action Corrective action
A consulting company assigns extra resources to a project to compensate for possi-
ble attrition.
Preventive action Corrective action
 Recap
 The project charter officially sanctions the project. Without a
charter, the project cannot begin.
 The sponsor is the person (or people) responsible for paying for
the project and is part of all important project decisions.
 Develop Project Charter is the very first process performed in a
project.
 The project charter gives the project manager authority to do the
project work, and to assign work or take control of project
resources for the duration of the project. It also gives the project
manager authority to spend money and use other company
resources.
 Recap
 The business case tells everyone why the company should do the
project. The project charter tells everyone that the project actually
started, explains what it’s going to deliver, and authorizes the
project manager to do the work.
 The project charter does not include details about what will be pro-
duced or how. Instead, it contains the summary milestone
schedule.
 Two inputs to Develop Project Charter are the contract and
the statement of work. The contract is what you agreed to do, al-
though not all projects have a contract. The statement of work lists
all the deliverables that you and your team need to produce.
 Recap
 Enterprise Environmental Factors tell you how your company
does business. An important one is the work authorization sys-
tem, which determines how work is assigned, and makes sure that
tasks are done in the right order.
 Organizational Process Assets tell you how your company nor-
mally runs projects. One of the most important assets is lessons
learned, which is where you write down all of the valuable historical
information that you learn throughout the project to be used later.
 Finish the work, close the project
 That’s what the Close Project or Phase process is for.
 You create the lessons learned and add them to your company’s
Organizational Process Assets.
 The inputs to the Close Project or Phase process include the project
management plan, organizational process assets, enterprise envi-
ronmental factors, work performance information, and deliverables,
along with any contract you have for the work (if there is one).
Check your knowledge
 References
 Adapted from John Musser.
 Brooks, F. P., Jr. (1995). The Mythical Man-Month. Reading, MA: Addison-Wesley.
Expanded reprint of 1975 edition.
 Humphrey, W. S. (2002). A Discipline for Software Engineering. Reading,
MA: Addison-Wesley.
 https://www.oreilly.com/library/view/head-first-pmp/9780596805210/ch04.html
 Web Resources
 https://www.youtube.com/watch?v=6ZMYWyOaoPQ
 https://www.youtube.com/watch?v=IdBSLvoP6uY
 https://www.youtube.com/watch?v=snCKzIDI7co
Thank you