ITEE

Topics

 Concept of Project Management

 Project Management Implementation Method
 Project Integration Management
 Project Scope Management
OBJECTIVE AND
CONCEPT OF
PROJECT
MANAGEMENT
DR. ABU SAYED MD.
MOSTAFIZUR RAHAMAN
ITEE
Project Management

 Purpose:
• Meet the requirements of the project and lead it to its success.
• For this, in addition to knowledge, skills, and tools, techniques that make
use of these are employed, and management is performed through a PDCA
cycle
 that involves planning (Plan), proceeding (Do) with activities according to the
plan, verifying the differences between the plan and actual result, and taking
action (Act) against the cause of differences.
 A project has the constraints, and its characteristics are
summarized as shown in the table next slide.

05/12/2024 3
ITEE

05/12/2024 4
ITEE
Project Examples

 There are various types of projects

• including system development projects for developing a system,
• new product development projects for planning and producing a new product,
and
• new business projects for planning and developing a new business.
• In all projects, in order to obtain the final deliverable (i.e., product), a shipment
process for creating the product and a support process for supporting the
creation of the product are implemented in addition to the project management
process.

05/12/2024 5
ITEE
Project influence elements

 The following elements influence the execution of a project. The

project constraints are decided on the basis of these influence
elements.
 Project environment
• This is the internal environment factors and external environment factors
encompassing the project that may impact the success of the project.
• The project environment corresponds to such factors as the organization’s
culture or system, national standards or industry standards, human resources
or personnel management, and market situation or political situation.
 Stakeholder
• This is an organization or individual having interests in the activities of the
project.
• The stakeholder corresponds to the organization/enterprise, employees,
shareholders, creditors, customers, suppliers (or vendors), local community,
and governmental agencies that form the main constituents of a project.
05/12/2024 6
ITEE
Project influence elements (cont.)

 Project life cycle

• This is the life cycle from the initiation of a project until its end, which
includes the predictive type, iterative type, incremental type, and adaptive
type.
[Characteristics of a general project life cycle]

 Project governance
• This is the governance (i.e., rule) of a project that is consistent with the
governance of the organization. It is implemented through the project life
cycle.
05/12/2024 7
ITEE
Project team

 The project team (i.e., team executing the project) consists of a

project manager and project members.
 Project manager
• This is the leader who leads a project to its success.
• A project manager is required to have competency (i.e., behavioral
characteristics) in terms of knowledge, practical ability (i.e., execution
capability), and human qualities (i.e., leadership, communication,
negotiation, conflict management, motivation).
 Project members
• This is the staff members engaged in a project.
• In the organizational structure of a project, the project members are required
to have the self-management capabilities to appropriately perform activity
planning, progress management, quality management, cost management, risk
management, change management, problem discovery/problem reporting,
measures planning, documentation, and communication.

05/12/2024 8
ITEE
Organizational structure of project

 PBO (Project-Based Organization)

• This is the project organization system. PBO is one of the management
organizations and is classified into the following three types

05/12/2024 9
ITEE
Organizational structure of project

 PMO (Project Management Office)

• This is a department or group that supports (or performs direct
management of) project management by performing consolidated
management or coordination of several projects.

05/12/2024 10
ITEE
Exercise 01

05/12/2024 11
ITEE
Solution of exercise 01

05/12/2024 12
 PROJECT
MANAGEMENT
IMPLEMENTATION
METHOD
DR. ABU SAYED MD.
MOSTAFIZUR RAHAMAN
ITEE
Project Management Implementation Method

 In many cases, the following guidelines (i.e., international

standards) are used as the standard for implementing project
management.
 When these guidelines are applied, tailoring (i.e.,
corrections/adjustments) must be performed in response to the
characteristics of the project.

05/12/2024 14
ITEE
Process groups

 In PMBOK and ISO 21500, the project management processes

(hereinafter, processes) that must be implemented in project
management are classified into five process groups according to
the flow of the project life cycle.

05/12/2024 15
ITEE
Process groups (Cont…)

05/12/2024 16
ITEE
Subject groups (knowledge areas)

 According to PMBOK and ISO 21500, a process is classified into

the following 10 subject groups [knowledge areas] according to
the applicable resources.

05/12/2024 17
ITEE
Subject groups (knowledge areas)

05/12/2024 18
 PROJECT
INTEGRATION
MANAGEMENT
DR. ABU SAYED MD.
MOSTAFIZUR RAHAMAN
ITEE Project Integration Management

 The purpose of project integration management is to identify, define, combine, unify,

and coordinate the processes and the project management activities of each subject
group.
 In order to define, control, and manage the overall project management activities, the
following processes are implemented

05/12/2024 20
ITEE
Development of a project charter

 In this process, a project charter is developed on the basis of the

project statement of work that describes the products expected
from the project and the environmental factors or process assets of
the organization body.
 The project charter is a document that declares the initiation of a
project that is formally approved by the organization.
 In order to create the project charter, techniques such as feasibility
study are used, in which investigation and verification are
conducted to determine the execution possibility concerning the
decision and facilitation of experts, and planning of a new
business or a new project.

05/12/2024 21
ITEE
Development of project management plan

 From the project charter, subsidiary plans (i.e., basic rules such as
planning, methods, and effective measurement methods) for
management are developed, other than project integration
management.
 The auxiliary plans are aggregated with the performance
measurement baseline (i.e., scope baseline, schedule baseline, cost
baseline) that are defined in the processes of other subject groups,
and integrated into the project management plan.

05/12/2024 22
ITEE
Integrated change control

 This process performs centralized control of the change requests

(corrective actions, preventive actions, and defect corrections)
concerning the project and maintains the integrity of the project.
 The feasibility of a change request is decided on the basis of the
decision of an expert or the reviews conducted in meetings, and it
is approved by the project manager or CCB (Change Control
Board).
 The approved change request is soon implemented, and the entire
series of actions concerning the change request are described in a
change directory.
 The project management plan and related project documents are
also updated according to the change content.

05/12/2024 23
ITEE
Closing of a project or a project phase
 In order to close a project or a project phase (i.e., the project category
controlled for acquiring important deliverables), all processes described in the
project management plan is closed, and then the project or the project phase is
formally completed.
 The project that is completed because the objective of the project is
accomplished, performs a transfer (e.g., a delivery) of the final deliverable
(product) and project asset management (e.g., update of process assets).
 On the other hand, for a project that is closed (or aborted) because the objective
of the project could not be accomplished, a material is developed in which the
cause or reason of failure and the background details are described.
 In both cases, as the formal documents indicating the completion of the project,
a project completion report and a closing report for the project or the project
phase are developed.
 Also, the lessons learned through the implemented project is compiled as a
“Lessons learned document” for use in future projects and project phases, and
is registered in the learning knowledge base.
05/12/2024 24
ITEE
Exercise 02

05/12/2024 25
ITEE
Solution of exercise 02

05/12/2024 26
ITEE
Q1

05/12/2024 27
ITEE
Solution

05/12/2024 28
ITEE
Q2

05/12/2024 29
ITEE
Solution

05/12/2024 30
 PROJECT
SCOPE
MANAGEMENT
DR. ABU SAYED MD.
MOSTAFIZUR RAHAMAN
ITEE
Process Scope Management
 The purpose of project scope management is to clarify of the activities
necessary for the execution of the project without any deficiencies or excess,
and to control them in order to make the project a success.
 The following processes are implemented to define and control the items
necessary to make the project a success

05/12/2024 32
ITEE
Development of scope management plan

 This process develops a scope management plan which describes the methods
for performing scope definition, validation check, and control on the basis of
the requirements that is described in the project charter, and the project
management plan and the subsidiary plans.
 (Scope refers to the deliverables and the scope of work for obtaining the
deliverables.)
 At the same time, the process develops a requirements management plan which
describes the methods for performing analysis and documentation of the
requirements.
 The scope management plan is a guideline for scope management, and is
expected to have effect of reducing the risks that arise from the scope creep
(i.e., changes made without performing control).

05/12/2024 33
ITEE
Definition of a scope

 This process clearly identifies the deliverables and the activities

necessary for achieving the deliverables as the deliverable scope
and the project scope.
 In order to achieve this,
• First of all, the requirements of the stakeholders are collected according to
the requirements management plan, and
• then the collected requirements are documented as a requirements
document. (There is also a concept to make this activity independent as a
requirements collection process.)
• By using the scope definition methods specified in the requirements
document and the scope management plan, the project scope is defined and
a project scope statement is developed.

05/12/2024 34
ITEE
Creation of WBS (Work Breakdown Structure)
 WBS (Work Breakdown Structure) is a hierarchical structure diagram in which
the activities necessary for achieving the purpose of the project are divided in a
stepwise fashion with the deliverables as the main constituent.

05/12/2024 35
ITEE
Scope control

 This process monitors the status of the deliverable scope and the
project scope on the basis of the scope baseline that is integrated
into the project management plan, and
• controls the changes made to the scope (or the scope baseline).
 During monitoring, variance analysis is performed for the progress
information (i.e., performance) of project activities and the scope
baseline, and the cause and extent of the difference are checked.
 On the other hand, concerning the change requests for the scope
(or the scope baseline), the integrated change control decides and
approves the requests, and applies the changes

05/12/2024 36
ITEE
Exercise 03

05/12/2024 37
ITEE
Solution of exercise 03

05/12/2024 38
ITEE
Q3

05/12/2024 39
ITEE
Solution

05/12/2024 40
ITEE
Q4

05/12/2024 41
ITEE

05/12/2024 42
PROJECT TIME
MANAGEMENT
DR. ABU SAYED MD.
MOSTAFIZUR RAHAMAN
ITEE
Purpose project time management
 The purpose of project time management is to clarify and control the schedule for
completing the project within the defined period
 The following processes are implemented for setting up and controlling the schedule

05/12/2024 44
ITEE
Schedule management plan

 This process creates a schedule model (e.g., the scheduling

method and the tools used) and a schedule management plan that
describes-
• The performance measurement method on the basis of
 the overview of the overall schedule (i.e., summary milestone schedule)
described in the project charter and
 the project management plan and the auxiliary plan.

05/12/2024 45
ITEE
Definition of activities and sequencing of activities

 An activity is the unit obtained by further refinement of the work

package that is the lowermost hierarchy of WBS, is clearly identified
 To achieve this
• The work package is refined into activities, and an activity list is developed.
• At the same time, the milestones are identified, which act as important points of time in
the work process (e.g., the start date/end date, or review date of the work process) that
has an important meaning in the project, and then a milestone list is created.
 The activities are arranged on the basis of a logical order relation with
the help of an arrow diagram and PDM (Precedence Diagramming
Method), and integrated into a project schedule network diagram.
 At this time, the following two dependencies are also decided:
• A lead during which a later activity can be started ahead of schedule without waiting for
an earlier activity to complete, and
• A lag during which the start of a later activity is delayed even when an earlier activity is
completed.

05/12/2024 46
ITEE
PDM (Precedence Diagramming Method)
 It is a technique used in CPM (Critical Path Method) according to which activities are
represented through quadrangles and the logical order relation between activities is
represented through arrows.

05/12/2024 47
ITEE
Estimate of activity resources

 This process estimates the resources (e.g., staff members, devices, materials)
that are required for executing each activity. On the basis of the resource
calendar that is created through project human resource management and
project procurement management or the activity cost estimate that is
performed through project cost management, the type and quantity of the
required resources are documented as an activity resource request list. Also,
a RBS (Resource Breakdown Structure) is developed in which the
resources to be used are classified hierarchically according to the category and
the type.

05/12/2024 48
ITEE
Estimate of activity durations

 This process estimates the duration that is required for executing

each activity when the expected resources are used. The basic
concept of estimating the duration is “Duration = Manhours ÷
Number of staff members,” but in order to improve the accuracy,
various estimation methods are combined together.
 Analogous estimate
• This is a technique of relative estimate on the basis of the performance of a
similar project in the past.
 Parametric estimate
• This is a technique of estimate in which the past information is statistically
analyzed and various coefficients are determined.

05/12/2024 49
ITEE
Estimate of activity durations (cont…)

 Three-point estimate
• This is a technique of estimate in which the optimistic value, the
pessimistic value, and the mode (average) value are used.
 Reserve analysis
• This is a technique of estimate in which a reserve (i.e., buffer) is provided
beforehand

05/12/2024 50
ITEE
Exercise 04

05/12/2024 51
ITEE
Solution of exercise 04

05/12/2024 52
ITEE
Development of a schedule

 This process creates a master schedule, an intermediate schedule

(e.g., activity schedule by process), and a detailed schedule (e.g.,
weekly activity schedule) by using the scheduling method defined
in the schedule management plan on the basis of the activity list,
the activity resource requirements and resource calendar, and the
estimate of activity durations.
 During schedule development, schedule network analysis is
performed by using the following techniques, and then various
schedules are created.

05/12/2024 53
ITEE

05/12/2024 54
ITEE
PERT (Cont.)

 The result of schedule development is documented as the schedule

baseline. The schedule defined as the baseline is used as the
decision criteria during monitoring and controlling.
 The schedule thus created is compiled in a Gantt chart that is used
to manage the progress status by drawing horizontal bars
representing the activity schedule (i.e., plan) and actual values on
the upper and lower bars, and
 in a trend chart in which is used to perform the cost management
and the progress management by representing and comparing the
schedule and actual result of milestones through a line graph.

05/12/2024 55
ITEE
Control of the schedule

 This process monitors and understands the progress status (i.e.,

schedule) of the project, and if
• there is a significant delay or an unexpected event has occurred, the
changes are determined or
• approved through integrated change control, and the schedule is quickly
readjusted (or the schedule baseline is changed).
 The progress status of the schedule is understood by performing
variance analysis of the activity performance data (e.g., the start
status, work status, the completion status of an activity) created on
the basis of the progress report that is submitted by the project
members by using techniques such as EVM.

05/12/2024 56
ITEE

05/12/2024 57
ITEE

05/12/2024 58
ITEE
Exercise 05

05/12/2024 59
ITEE
Solution of exercise 05

05/12/2024 60
ITEE
Q5

05/12/2024 61
ITEE
Solution

05/12/2024 62
ITEE
Q6

05/12/2024 63
ITEE
Solution

05/12/2024 64
ITEE

05/12/2024 65
ITEE
Q7

05/12/2024 66
ITEE
Solution

05/12/2024 67
ITEE
Q8

05/12/2024 68
ITEE
Solution

05/12/2024 69