Project Management

Suresh Kumar . M
BE., MBA
Definition:

PROJECT :

Any activity starting with a description of a mission and ending with the completion of a
deliverable or product

Management:

The technique or practice of controlling the use of resources such as cost, time
manpower materials etc.,

Project + Management
 Specifications

Project management is getting the job done on time, within budget, according
to the specifications!

The Project Management Institute (PMI):

'The application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements.'
The Project Life Cycle:

Initiating Planning

Executing

Controlling

Closing
Project Management :

Integration

Procurement Cost

Human Resources communication

Project
Management

Time Scope

Risk Quality
Project Management Phases:

1. Analysis & evaluation phase

2. Marketing Phase

3. Design Phase

4. Inspection, testing and delivery phase

5. Post completion analysis phase

Project Management Processes:

1. Project Processes

2. Process Groups

3. Process Interactions

4. Customisation

Project Management
Project Management Processes:

1. Project Processes:

Project Management - Describe & Organise the project work

Product Oriented - Specifying & Creating Product

Project Management Processes:

2. Process Groups:

Initiating - Recognition to Start & establish commitment

Planning - Design & maintain schemes to accomplish goals

Execution - Co-coordinating people & processes

Controlling - Monitor & Measure progress

Closing - Acceptance by the end user

Project Management Processes:

3. Process Interactions:

Input – Tools & Techniques – output

4. Customisation
Why do Projects Fail?

• Projects initiated at random at all levels

• Project Objective not in line with business objective
• Non dedicated team
• Lack of support form clients
• Project Manager with no prior experience
• Lack of communication skills
• Non usage of productivity tools such as ICT
• Non Prioritisation of activities
• Less qualified / less dedicated manpower
• Failure of smooth communication

Project Management
Good Project Management:

1. Define the Project

2. Reduce project to a set of manageable activities – Tasks – WBS

3. Pool in appropriate and necessary resources

4. Build team / teams

5. Allocate resources to the tasks

6. Monitor & control the tasks

7. Reporting at regular intervals

8. Close down on completion

9. Post evaluation – learning lessons

The Five Dimensional Management

Features
10

1. Features
2. Quality
3. Cost Staff 1.5
Quality
6
4. Schedule 2.5
0
5. Staff

Each dimension 4
5

Cost Schedule
• Driver
• Constraint
• Degree of Freedom KIVIAT diagram
 project is considered successful when……………………………………

a) The product of the project has been manufactured

b) The project sponsor announces the completion of the project

c) The product of the project is turned over to the operations area to handle the ongoing aspects

of the project

d) The project meets or exceeds the expectations of the stakeholders

Project Management
 The Five project Management process groups in order are…………………………………

a) Initiating, Executing, Planning, Monitoring and Controlling and Closing

b) Initiating , Monitoring and controlling, Planning , Executing and closing

c) Initiating, Planning, Monitoring and controlling, Executing and Closing

d) Initiating, Planning, Executing, Monitoring and Controlling, and Closing

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 During which project management process group are risk and stakeholders ability to influence project

outcomes the highest at the beginning of the process…………………………………

a) Planning

b) Executing

c) Initiating

d) Monitoring and Controlling

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 You are a project manager working on gathering requirements and establishing estimates frothe

project. Which process group are you in ?

a) Planning

b) Executing

c) Initiating

d) Monitoring and Controlling

Project Management
 You are the project manger fro a large construction project. The project objective is to construct a set of
buildings to house the Olympic support team that will be arriving in your city 18 months from the
project start date. Resources are not readily available because they are currently assigned to other
projects. Jimmy, an expert crane operator is needed for this projects two months from today. Which of
the following skills will you use to get Jimmy assigned to your project?

a) Negotiation and Influencing skills

b) Communication and Organisational skills

c) Communication skills

d) Problem solving skills

Project Management
 Planning : Key issues
• Key Stages of the project

• Project logic diagram

• Key stages responsibility chart

• Estimates for key stages

• Optimised Gantt chart

• Project risk log – Risk Management forms

• Project Operating budget

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 Project Structure Initiate Planning

Develop SDP

Review & Approve SDP

Implement SDP processes and

apply SPTO process

Measure & Improve the process

Revise the SDP

Record lessons learnt

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Characteristics of a Project:
• Resource Requirement
• Funds
• Probability of Completion
• Risk
• Design Changes

100
Resource
80 Requireemnt

Funds
60

Probability of
40 Completion

20 Risk

0 Design
START 1 2 3 4 5 FINISH Changes

Project Management
Work Break down Structure (WBS):

1. Identify the key activities

2. Breaking each of these activities down to distinct tasks

3. Continue break down till manageable work packages are identified.

4. Does not show dependencies of tasks

5. It is not time based – no time scale

 The Job Job Aspirants Selection Process

vacancies Specs Sources Qualification Advt. Referral

Project Management
Time Estimation:

1. Single Estimate Method

2. Three Estimate Method

Optimistic , Pessimistic & Most likely

Three Estimate Method
Optimistic (a) ,
Pessimistic (c) &
Most likely (b)

Project Management
 The widely used methods

PERT ( Programme Evaluation & Review Technique)

was developed under US Navy special Project Office sponsorship in 1958
for Polaris missile project

CPM ( Critical Path Method)

was developed in 1957 to aid in scheduling maintenance shutdowns of
chemical plants
 Some Terminologies
1. Task Dependency
2. Task Constraint
3. Critical Path – series of tasks that must be completed on schedule
4. Critical task - a task that must be completed on schedule
5. Early Finish
6. Early Start
7. Lag and Lead Time
8. Late Start
9. Late Finish
10. Predecessor
11. Slack or Float time
12. Successor
Task Duration:

• Lead Time:

• Time which a successor task can over lap a predecessor task

• Lag Time:

• Time between a predecessor and a successor task

An example:

Start Date: 25-04-2010

Task Duration Predecessor Successor
1 2d 3
2 4d 3
3 3d 1,2 5
4 2d 5
5 3d 4,3
 T D P S
1 2d 3
2 4d 3
3 3d 1,2
4 2d 5
5 3d 4,3

Project Management
Some estimation Tools :
1. Algorithmic Model – algorithms to produce effort estimate as a function of a
number of variables or cost drivers.

2. Expert Judgment

3. Analogy – Comparison with completed projects

4. Top Down – Derived from global properties of the product

5. Bottom Up - each activity component separately estimated & summed

6. Automated Models – based on algorithmic model uses user inputs

 Bottom –Up Estimation

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 Top Down Estimation

11000
10938
Demand Forecast – Karnataka State
10500
Peak Demand in MW

10000 9865
9500
8960
9000
8500 8228
8000 7620
7500
7096
7000
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

Project Management
Risk Management :
Risk:
Events or conditions that may occur and whose occurrence has a harmful or
negative impact on the project

Risk Management:
Aims to identify the risks & take actions to minimise their effect on the project

Risk Components:
1. Risk Assessment - Identification
2. Risk Control - Reduce damage
3. Risk Ranking - Prioritising the risks
4. Risk Mitigation - dealing with risk and overcoming them
Risk Classification:

1. Risk Assessment & Identification

Checklists of possible risks, surveys, meetings, brain storming ………….

2. Risk Prioritising
Focus on the highest risk. Each risk is labeled as low, medium & high

3. Risk Control
Identifying the action needed to minimise the risk consequences

Project Management
 Risk Categories

• Technical, Quality or performance Risks (Industry Risk)

• Project Management (Project Risk)

• Organisational Risks (Social & Political Risk)

• External Risks (Market Risks)

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 Risk Categories

Project Name

Technical Project Management Organisational External

Unproven Technology Schedule Planning Project Schedules Weather

Quality of Technology Project Disciplines Unrealistic Objectives Labour Issues

Performance Risks Resource Planning Lack of Funding Catastrophic Risk

Complex Technology Cost Estimates

Budget

Project Management
 Tools for Risk Identification

• Documentation Reviews

• Information Gathering Techniques:

• Brain Storming, Delphi , Nominal Group Technique, Interviewing, SWOT

• Check List Analysis – based on historical information

• Assumptions Analysis – during planning process

• Diagramming Techniques:

•Cause & Effect , Flow Charts , Influence diagrams

The Delphi Technique was originally developed by the Rand Corporation for the Polaris
Missile Project, where it was used to forecast war strike scenarios and how to best react to
them.
Project Management
 Nominal Group Technique

Divide the people present into small groups of 5 or 6 members, preferably seated around a table.
State an open-ended question (" What are some ways we could encourage participants to car pool?").
Have each Person spend several minutes in silence individually brainstorming all the possible ideas and
jot these ideas down.
Have the groups, collect the ideas by sharing them roundrobin fashion (one response per person each
time), while all are recorded in key term, on a flipchart. No criticism is allowed, but clarification in response
to questions is encouraged.
Have each person evaluate the ideas and individually and anonymously vote for the best ones (for
example, the, best idea gets Points, next best 4 Points, etc).
Share votes within the group and tabulate. A group report is prepared, showing the ideas receiving the
most points.
Allowtime for brief group presentations on their solutions.

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 Cause & Effect or fishbone diagram

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Project Management
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Project Management
 Risk Rating = Probability + Impact (People + Property + Economy)

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Project Management
Mindset
Project Mindset - Characteristics

• Time – reducing time frame of processes

• Responsiveness – quickness of response – vibrancy & Liveliness

• Information Sharing – Power sharing

• Processes – emphasis on flexible processes
• Structured Planning – based on project management life
cycle

Project Management
Progress Control :

1. Monitor Performance

2. Schedule updating against base line

3. Update Costs

4. Re plan stage schedule

5. Conduct Team status review

6. Prepare Status report

7. Update stage schedule

8. Summary Report (Flash Reports)

Follow Up
Quality Control

1. Quality

Schedule Review, Prepare Agenda for Review, Conduct Review, Follow up QR

Quality Certification

“QR Complete”

Product meets the required performance quality standard.

“QR qualified & complete”

Deficiencies identified & rectified, Does not need another QR

“QR qualified & in Progress”

Deficiencies are more and warrants another formal QR

Change Control

• Request for change – identify need based on request

• Look for alternate solutions– Evaluate the change request
• Actions for change – accept recommendations
• Implement change - accommodate change

Change must involve the people - change must

not be imposed upon the people

Project Management
 Eight Steps to Successful change
1.Increase urgency.
2.Build the guiding team
3.Get the vision right
4.Communicate for buy-in
5.Empower action
6.Create short-term wins
7.Don't let up
8.Make change stick
• crow & the water jug – necessity is the mother of invention
• Wind & the Sun – force is not always the best
• The crab & his mother – Lead by example
• The rich man and the tanner - given time you can get used to anything

Project Management
Qualities of a leader :

Enthusiasm

lead by example

High tolerance for Ambiguity

High coalition and team building skills

Customer – Client orientation

Business orientation

Project Management
 1. Your subordinates have not been responding to your
friendly conversation and obvious concern for their
welfare. Their performance is in a tailspin.

a. Emphasize the use of uniform procedures and the

necessity for task accomplishment
b. Make yourself available for discussion but do not push
c. Talk with subordinates and then set goals
d. Be careful not to intervene

Project Management
 Conflict

• Within yourself when you're not living according to your values

• When your values and perspectives are threatened

• Discomfort from fear of the unknown or from lack of fulfillment

Project Management
 Conflict
Conflict is often needed:
1. Helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people "be real", for example, it motivates them to participate.
4. Helps people learn how to recognize and benefit from their differences.

Conflict is not the same as discomfort.

The conflict isn't the problem – But ,it is when poorly managed

Project Management
 Conflict
Conflict is a problem when it:

• Hampers productivity.
• Lowers morale.
• Causes more and continued conflicts.
• Causes inappropriate behaviors.

Project Management
 Conflict Management

 Avoid the issue

 Find quick solution
 Share problem
 Remove misunderstandings
 Try for a win-win situation
 Collaboration

Project Management
 Communication – Requirements & capabilities

Communication Frequency

– three media viz., written, In person and verbal

Response

Behaviour pattern

Barriers to Communication
Physical – Perceptional – Emotional – Cultural – Language –Gender &
Inter personal: withdrawal , Rituals , Past times, Games, Closeness

Project Management
 Physical Barrier

• marked out territories, empires and fiefdoms into which strangers are not allowed

• closed office doors, barrier screens, separate areas for people of different status

• large working areas or working in one unit that is physically separate from others.

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 Perceptual Barrier
The problem with communicating with others is that we all see the
world differently.

A traveller was walking down a road when he met a man from the next town.
"Excuse me," he said. "I am hoping to stay in the next town tonight. Can you
tell me what the townspeople are like?"
"Well," said the townsman, "how did you find the people in the last town you
visited?"
"Oh, they were an irascible bunch. Kept to themselves. Took me for a fool. Over-
charged me for what I got. Gave me very poor service."
"Well, then," said the townsman, "you'll find them pretty much the same
here."
Project Management
 Emotional Barrier

Emotional barrier is comprised mainly of fear, mistrust and

suspicion.
The roots of our emotional mistrust of others lie in our childhood
and infancy when we were taught to be careful what we said to
others.

"Don't speak until you're spoken to";

"Children should be seen and not heard".

Project Management
 Cultural Barrier
Behaviours that the group accept as signs of belonging.

Where, however, there are barriers in a group, a high level of game-playing

replaces good communication.

Language Barrier

Language that describes what we want to say in our terms may present barriers
to others who are not familiar with expressions

Project Management
 Gender Barrier
• There are distinct differences between the speech patterns in a man and
those in a woman.
• A woman speaks between 22,000 and 25,000 words a day whereas a man
speaks between 7,000 and 10,000.
• In childhood, girls speak earlier than boys and at the age of three, have a
vocabulary twice that of boys.
• When a man talks, his speech is located in the left side of the brain but in no
specific area.
• When a woman talks, the speech is located in both hemispheres and in two
specific locations.

Project Management
 Inter personal Barrier

There are six levels at which people can distance themselves from one another:

1. Withdrawal is an absence of interpersonal contact.

2. Rituals are meaningless, repetitive routines devoid of real contact.

3. Pastimes fill up time with others in social but superficial activities.

4. Working activities are tasks which follow the rules and procedures of contact but no
more.

5. Games are subtle, manipulative interactions which are about winning and losing.

6. Closeness is the aim of interpersonal contact where there is a high level of honesty and
acceptance of yourself and others.

Project Management
 Communication – essential characteristics

Allow information to percolate throughout organisation

Ensure managers have answers to all questions

Build employee trust – helps in getting feedback

Humour can breakdown perceived barriers

Over come barriers to communication

Project Management
Monitoring & Control :

1. Tracking & Communication

2. Stage Administration – Plan, Change Control, Quality control ,Status reports

3. Establish Project Checkpoint Cycle

4. Version / Model Control

5. Acquiring Resources to carry out stage briefing

Progress / Status Report :

1. Accomplishments

2. Pending activities not completed

3. Activities to be taken up next

4. Details of Slippages if any

5. Cost over runs if any.

 Project Closure
1. Importance

no drift in schedule, focus on lessons to be learnt , improves standard

processes, resource deployment.

2. Post Implementation Review – Tools – meetings & QRs

Maintenance issues, Stabilisation of the product, pending activities if any,

lessons’ learning.

3. Final Product Documentation

4. Close out
Post Implementation Review

• Final deliverables’ review– meet all the requirements

• Outstanding works – steps to complete all left over works
• Over all Project Review – all aspects from start to end
• Process Review – scope for future improvements

Project Management
 PMIS – four major aspects

1. Information to Stake Holders

right information at the right time
2. Information shared to the higher level of management
3. What if analysis – allocation of resources
4. Organisational learning

Project Management
 One day, the father of a very wealthy family took his son on a trip to the country with the express purpose of
showing him how poor people live.
They spent a couple of days and nights on the farm of what would be considered a very poor family.
On their return from their trip, the father asked his son, "How was the trip?"
"It was great, Dad."
"Did you see how poor people live?" the father asked.
"Oh yeah," said the son.
"So, tell me, what did you learn from the trip?" asked the father.
The son answered:
"I saw that we have one dog and they had four.
We have a pool that reaches to the middle of our garden and they have a creek that has no end.
We have imported lanterns in our garden and they have the stars at night.
Our patio reaches to the front yard and they have the whole horizon.
We have a small piece of land to live on and they have fields that go beyond our sight.
We have servants who serve us, but they serve others.
We buy our food, but they grow theirs.
We have walls around our property to protect us, they have friends to protect them.“
Project Management
Modern Trends in PM Perception
Tools:

Continuous Business Process Improvement (CBPI)

Force Field Analysis – external factors
B= f(P,E) - Force Field Theory – driving force & restraining force to effect change -
Kurt Lewin (a social psychologist)

Information Risk Management – track overruns

Management Assurance Measure

Quality Certification

Strategic Inflection Point.
the time at which an organization takes a decision to change its corporate strategy to

pursue a different direction and avoid the risk of decline.

Project Management
Imagine that you are a
manager deciding whether
to install new manufacturing
equipment in your factory.
You might draw up a force
field analysis like the one in
Figure

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Project Development Process Cycle

Planning for review

Conducting Review

Take actions on the findings

Do continuous improvement

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 New Horizons in Project Management - 9 Steps

1. Believing in discontinuity & not continuity

2. Owning the problems and sharing the solutions

3. Breaking the status quo mentality

4. Stepping out of comfort zone

5. Human capital by passing financial

6. Transform work culture from 5 to 7 dimensions

7. Real number of encounters replacing no. of years of experience

8. Seeking meaning out of change

9. Detachment from the fruits of results.

Project Management
 PM : Macro Issues

Evolving Key Success factors (KSF)

Empowerment title (ET)
Team members, Team leaders, Managers

Partnering Decision Making (PDM)

A decision making senior works closely with the team

EVMS –BCWS –BCWP - ACWP

Management by Exception (MBE)

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 Project Review Techniques

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Review - Types

Initiation Review (IR)

Planning and Proposal Review (PPR)

Procurement Review (PR)

Quality Assurance Review (QAR)

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Review - Technique

Planning

Preparing Agenda

Issues critical to the project

Brainstorming to discuss critical issues.

Summarise projectShewhart
success factors
Cycle

Continuous Improvement developed by Walter Shewhart, a

statistician who developed
statistical process control in the
Plan-Do-Check-Act –Quality cycle. Bell Laboratories in the US during
the 1930's.

Critical Success Factors

Project Management
 Shewharts Quality Cycle
PLAN
Establish the objectives and processes necessary to deliver results in
accordance with the expected output.
DO
Implement the new processes.
CHECK
Measure the new processes and compare the results against the
expected results to ascertain any differences.
ACT
Analyze the differences to determine their cause.
Project Management
 Shift , Shrink , Stabilise

Six Sigma is a business management strategy, initially implemented by

Motorola

Widely accepted definition of a six sigma process is one that produces 3.4
defective parts per million opportunities (DPMO)

One Sigma = 690,000 DPMO = 68.26% efficiency

Two Sigma = 308,000 DPMO = 95.24% efficiency
Three Sigma = 66,800 DPMO = 99.73% efficiency
Six Sigma = 3.4 DPMO = 99.9997% efficiency
Project Management
Understanding Variation

If we take the height of all the people of India and draw a distribution
Of frequencies it will tend to follow a normal distribution

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Understanding Variation

Mean
X-bar

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Understanding Variation

Mean
X-bar LSL
USL

LSL and USL are those specification limits beyond which your product doesn’t have a
salable value in the market

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Understanding Variation

Mean
X-bar USL
LSL

T
Cp = T/6σ

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Understanding Variation

34.13% 34.13%

13.60% 13.60%
2.14% 2.14%

0.13% 0.13%

-3s -2s -1s X +1s +2s +3s

68.26%

95.46%

99.73%

σ = SIGMA
68.26% Fall Within +\- 1 Sigma
95.46% Fall Within +\- 2 Sigma
99.73% Fall Within +\- 3 Sigma
Project Management
 Understanding Variation

1SD= 68% DATA

2SD = 95% DATA

3SD = 99%DATA

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 Understanding Variation

Higher σ = less variation

= fewer defects
= better performance

6 σ process

Lower Specification Upper Specification Limit

Limit (USL)
(LSL)

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 3-Sigma VS 6-Sigma Process
In every process it is observed that 1.5 Sigma long term drift takes place

LSL USL LSL 1.5σ

σ USL
1.5σ
σ
3-σ 6-σ
= 99.73% = 99.99966%

-6 -5 -3 -2 -1 0 1 2 3 4 5 6 -6 -5 -3 -2 -1 0 1 2 3 4 5 6
Z- Scale 66,807 DPMO 3.4 DPMO
Z- Scale
3-Sigma Process 6-Sigma Process

Project Management
Understanding Variation
Tax Advice (phone-in)
Benchmarking
100K
(66810 ppm)
Restaurant Bills
Doctor Prescription Writing
10K Payroll Processing
Order Write-up
Average Journal Vouchers
Wire Transfers
Company (6210 ppm)
1K
Purchased Material Lot
Reject Rate Air Line Baggage
Handling
(233 ppm)
100

10

Best in Class
Domestic Airline
(3.4 ppm)
Flight Fatality Rate
1
2 3 4 5 6 (0.43 ppm)
7
SIGMA (with ±1.5 Sigma Shift)

Project Management
 Modern Mantra of PM (DMAIS)

Define

Measure - metrics

Analyse

Improve

Standardise

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Professional Responsibility – Productivity improvement

Productivity Improvement

Reduction in Process Time
Initial procurement time – Over all Processing time - Order Confirmation time

Areas need to be considered:

Creativity

Lateral Thinking

Quality Circles

New Product introduction lead time

Managing Change

Implementing TQM

Empowerment of Junior level executives
Project Management
 Recent revolutions in PM

Information Technology

Automation of Physical Work

Work place flexibility

Elimination of Traditional jobs & Work Structures

Globalisationof Markets , Supplies & Workforce

Domination of Knowledge Holders

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 Organisational Issues

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 Values

1.Political
2.Aesthetic
3.Social
4.Theoretical
5.Economic

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 Project Management Office
Project & Programme Management P2M

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 Organisational Changes:

1. Evolutionary / Incremental Changes

2. Revolutionary / Drastic changes

Socio – Technical
Evolutionary / Incremental TQM
Changes Flexible workers & Teams –
multiple task capabilities

Re-Engineering
Revolutionary / Drastic Changes E-Engineering
Restructuring - to reduce
bureaucratic costs
Innovation

Project Management
 Project Management Office:

1. Headed by a PM

2. Coordinates various activities and controls at least one

3. Deals with external environment

4. PM Services & Governing committee for projects

5. Resolves conflicts, reconcile demands, ensure cooperation

Project Management
 Team work – Interpersonal behaviour

1. Pleasant but firm personality

2. Clarity of expression & Communication
3. Patience in listening
4. Reacting with empathy
5. Documentation
6. Offer to help
7. Reaching a consensus before deciding
8. Not waiting for things to go wrong
9. Motivation through efficiency & leading by example
10. Putting team goals ahead of individual goals

Project Management
 Projects and Programme Management (P2M)

• Multiple projects running at any point of time

• Portfolio of projects consists of individual projects and programme of

several projects

• Programmes use technology to improve processes

• Programmes for implementation – Organisations’ view

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 P2M - Steps

1. Ensuring Projects are run on the basis of their impact on the business as
a whole

2. Roles & responsibilities acceptable to both top management and

managers

3. Planning reviews between phases of projects

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 Managing Programmes

1. Evaluating Risks associated with the Programme

2. Ensuring sufficient Quality and purposes

3. Keeping track of changes and developments external to the project.

4. Gearing up to deal with the developments – Training personnel

5. Support services such as human resources and IT are ably adopted to changes.

Project Management
 Projec Organisations

1. Traditional Organisations

2. Projectised Organisations

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 High Technology Development – Guide lines
1. Identifying critical technologies – indigenous development

2. Always aim one step higher in performance

3. Focus on multi use technologies

4. Spotting competence in each dept and empowering in their strength

5. Redundancy for critical systems and technologies

6. Focused effort - Programme – Project – Mission

7. Building concurrency

8. Establishing long term partnership with stake holders

9. Focus on problems forecasting and prevention methods

10. Continuous and integrated performance measurement

Project Management
 Data Management in Project Management

Project Management
 Data: Known facts that can be recorded.

Database: 1. Collection of Related data.

2. Represents some aspects of real world – Mini
world / Universe of discourse (UoD).
3. Logical coherent collection of data with some
inherent meaning.
4. Designed, built and populated with data for
specific purpose.

DBMS : Programs that enable users to create & maintain database.

Project Management
 Databases help you organise this
information in a logical fashion for easy
access, analysis & retrieval.

Database is nothing more than an

automated system of file handling.

Method of handling databases is known as

Database Management Systems (DBMS).

Databases are associated with certain

productive tools to access & Analise
information contained in the database.

Project Management
 The Database System
Programmers / End Users

Application Programs

DBMS
SW SW to process Queries &
Programs

SW to Access stored Data

Stored Database
Definition – Meta Stored Database
data

Project Management
 The Human Elements

1. Database Administrators
2. Database Designers
3. System Analysts
4. Application Programmers
5. Tool Developers
6. End Users

Project Management
 DBMS Interfaces:

1. Menu based – Web clients

2. Form based

3. Graphical User Interface

4. Natural Languages

5. Parametric users

6. DBA interfaces

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 Data Management

• Acquiring Data

• Processing Data

• Distributing Data

Merely having data may not fetch the desired result always but regular updation of data

is equally important.

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 Data – 3 Important Characteristics

Relevancy

Sufficiency

Timeliness

Data

Customers, Suppliers, Market, Technology, Opportunities, HR, Economic

activities, Govt. Regulations, Climate, Bill of Materials etc.,

Project Management
 ERP
Manufacturing
Engineering, bills of material, scheduling, capacity, workflow management, quality control, cost management,
manufacturing process, manufacturing projects, manufacturing flow
Supply chain management
Order to cash, inventory, order entry, purchasing, product configurator, supply chain planning, supplier scheduling,
inspection of goods, claim processing, commission calculation
Financials
General ledger, cash management, accounts payable, accounts receivable, fixed assets
Project management
Costing, billing, time and expense, performance units, activity management
Human resources
Human resources, payroll, training, time and attendance, rostering, benefits
Customer relationship management
Sales and marketing, commissions, service, customer contact and call center support
Data warehouse and various self-service interfaces for customers, suppliers, and employees

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 METRICS:
• ROI

• Customer Satisfaction

• Time & Budget to date

• Quality

• Time Over Run / Cost Over Run

• Mean Time Between Repairs

• Productivity

• Project Turn Around (BCR)

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 Project Files:
Detailed Project Report
Review Charts
Supporting Documents
Handouts
Project Plan
WBS
Review Meeting Notes
Risk and Compensation details
Post Analysis papers

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 Where a Rupee comes from ?
Category Rev.
Subsidy Dom. & AEH (Rs. Cr.)
16% 17%
Dom. & AEH 1615.70
LT Comml. 717.81
Other Income LT Ind. 705.57
4%
W/s & SL 481.10
LT Comml.
IP Sets 586.08
Others 8%
3% BJ /KJ & 127.69
Others
HT W/s 332.51
LT Ind.
HT Ind. 1915.94
7%
HT Comm. & HT Coml. 751.44
Others
Others 320.00
8% W/s & SL
5% Other Inc. 379.46
IP Sets Subsidy 1541.35
HT Ind. 6%
21% HT W/s BJ/KJ & Others Total 9474.65
4% 1%

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 SOURCE WISE INSTALLED CAPACITY AS ON
31-03-2009.
Inst. Cap.
Source
(MW)

Hydro Hydro 3656

Thermal Thermal 3524

Wind Wind 1222

Co Gen 433
C o-G en
Mini Hydel 416
MiniHydel
Bio Mass 81
Biomass Nuclear 226
Nuclear Total 9559

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 Handouts

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 Review Templates:

1. General Overview of the Project

2. Action taken report
3. Project Status – current status, slippages, variations etc.,
4. Project Schedule- decision points
5. Funding Status
6. Estimated total cost – capitalisation of direct & indirect costs
7. Maintenance funding status
8. ROI
9. Exclusions – Decommissioning , Reduction of labour, Eliminating
redundant systems,
10. Product Status – Performance status
11. Issues and Risks

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 IT in Project Management

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 What Does Supply Chain Management Mean?

• The management and coordination of a product's supply chain for the

purpose of increasing efficiency and profitability.
•
• SCM will attempts to centrally control or link the production, shipment and
distribution of a product.

• By managing the supply chain, companies are able to cut excess fat and
provide products faster.

• This is done by keeping tighter control of internal inventories, internal

production, distribution, sales and the inventories of the company's product
purchasers.

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 Risk Management Planning

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 Please share
knowledge for a
better world

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