Project Management

Ashok Goyal
B. Tech. (NIT), MBA (Schulich, Canada)
Certified PMP, ITIL, CISA
(20 years corporate exp. In India and abroad,
Worked with ONGC, PwC, HCL, Wipro, Dell, IBM)

Trainer in Project Management & Leadership,

Author, Executive Coach
(Help Professionals ‘Move Up The Corporate Ladder’)
Video Program – https://tinyurl.com/49kx2ubz
Book Link - https://www.amazon.in/dp/9391537391?ref=myi_title_dp

www.ashok-goyal.com
https://www.linkedin.com/in/ashok-goyal
Faculty: A Brief Profile
 Name: Ashok Goyal, B. Tech. (NIT, Kurukshetra, India); MBA (Schulich,
Canada)

 Certified PMP, ITIL, CISA

 20 years of corporate exp. In India and abroad

 Worked with PricewaterhouseCoopers (PwC), HCL, Wipro, Dell

 Trainer for IT Auditing (CISA), Project Management (PMP), IT Service

Management (ITIL), Executive Coach and Leadership Trainer

 Author of ‘Move Up The Corporate Ladder

 Executive Career Strategist (Help Professionals ‘Move Up Corporate

Ladder’)

Delivered trainings:
 Accenture, Citibank, Ernst & Young, Dell, Oracle, BNP Paribas, Radisys, Indian Air
Force, Herbalife, ABB, Spectrum, XL Healthcare, RCS Technologies, British Telecom,
RBS, Evry India

 Training Vendors: Simplilearn, IIHT, Adept Technologies, New Horizons, QSIT,

Infocareer, Boost Your Skills, Mercury Solutions, RPS Consulting, Tai Infotech, VAK
Services, Mercury Solutions, Unicom, QTM, Torry Harris
Ground Rules
 Basic Hygiene – Phones muted, laptop down

 Watching a match as a player, not an observer. So

participate actively

 Share ideas – one person shares and everybody learns,

 Lastly, and importantly, ensure we have FUN while

learning

3
A PROJECT FORETHOUGHT!

Why do projects happen?

Today’s Realities

Sharp increases in the cost of material, energy, and labor

Changing customer values and more exacting quality requirements

Increased competition among companies in saturated and dwindling markets

A need to introduce new products more rapidly

 Globalization of markets

 Social, economic and political problems

4
 Project happen – To realize your vision

Products / Services

Needs Infrastructure Monuments

Aspirations Space research War
Visions Projects victories Entertainment
Strategies Media Earnings Growth

Operations provide us benefits of the product of the project on ongoing basis

5
Advantages of Using Formal Project
Management
 Better control of financial, physical, and human resources
 Improved customer relations
 Shorter project delivery times
 Lower costs & Higher profit margins
 Higher quality and increased reliability
 Improved productivity
 Better internal coordination
 Higher worker morale (less stress)

6
What is Project?
A Project is a temporary endeavor undertaken to create a unique,
product, service, or result.

◦ Temporary - a definite beginning and end

◦ Temporary does not mean Short in duration! Projects can last for years!!
◦ All that temporary means is that project duration is finite, not ongoing.

◦ Unique product, service, or result (an outcome or document,

report)
◦ Projects involve creating a product, service, or result that has not been done exactly
the same way before, e.g. Different CLIENTS, REQUIREMENTS, LOCATIONS,
TIMING etc.
◦ Repetitive elements may be present in a project but has
fundamental uniqueness
7
What is Project Management?

 The application of knowledge, skills, tools and technique to project

activities to meet project requirements

 Project Management is accomplished through the application and

integration of the processes which are grouped in the 5 process
groups:
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing

8
Managing Project

 The Project Manager is the person responsible for

accomplishing the project objectives.

 Managing a project includes, other than delivering project

objectives:
◦ Identifying requirements.
◦ Establishing clear and achievable objectives.
◦ Balancing the competing demands of quality, scope, time and cost.
◦ Adapting the specifications, plans, and approach to the different
concerns and expectations of the various stakeholders.

9
Project Constraints

 Every project is constrained in different ways by its:

◦ Scope
◦ Schedule/Time
◦ Cost/Budget

◦ Quality
◦ Resources The Triple Constraint
◦ Risk or
The Trade-off Triangle

SCOPE

 If any one factor changes, at least one other factor is likely to be affected.
 It is the project manager’s responsibility to balance these competing
constraints.
10
Projects and Strategic Planning

 Projects are means of

o Achieving organization’s strategic plan.
o Organizing activities that cannot be addressed within the organizations
normal operational limits.

 Why Projects happen to meet strategic reqt

o Market demand
o Strategic opportunity / business need
o Customer request
o Technological advancement
o Legal requirements
o Ecological Impacts
o Social need
11
Relationships Among Project Management,
Program Management and Portfolio Management

◦ Project Management
◦ Program Management
◦ Portfolio Management
Portfolio

◦ Project Management Office

Program

PMO
Projects & Operation

12
What is a Program?

A program is:
 “a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually.”
 A program manager provides leadership and direction for the project
managers heading the projects within the program.

 Advantages
◦ Decreased risk
◦ Economies of Scale

13
Portfolios and Portfolio Management

 A portfolio is a collection of projects or programs and other work

that are grouped together to facilitate effective management of that
work to meet strategic business objectives.

 Portfolio managers help their organizations

◦ make wise investment decisions
◦ by helping to select and analyze projects from a strategic perspective

14
PMO

 A department that centralizes the management of projects.

◦ Project Support: Provide project management guidance to project managers in

business units.
◦ Project Management Process/Methodology: Develop and implement a consistent
and standardized process.
◦ Training: Conduct training programs or collect requirements for an outside
company
◦ Home for project managers: Maintain a centralized office from which project
managers are loaned out to work on projects.
◦ Internal consulting and mentoring: Advise employees about best practices.
◦ Project management software tools: Select and maintain project management
tools for use by employees.

15
Project vs. Operational Work

Projects Operations
• To attain its objectives and terminate • To sustain the business
• Create own character, organization, and • Semi permanent charter, organization,
goals and goals
• Catalyst for change • Maintain status quo
• Unique product or services • Standard product or services
• Heterogeneous teams • Homogeneous teams
• Start and end date • Ongoing
Examples Examples
• Producing a Newsletter • Responding to customers requests
• Writing and publishing a book • Writing a letter to a Prospect
• Implementing a LAN • Hooking up a Printer to a computer
• Hiring a sales man • Meeting with an employee
•Opening for a new shop

16
Project Governance

Oversight function that provides framework for

 Project success definition and acceptance criteria
 Issue resolution
 Change management
 Decision making etc.

 Project Success
◦ PM’s responsibility to set definition of success referring to last approved baseline and accomplish
them
◦ Soft launch before handing over to operations

 Project Team
◦ Dedicated
◦ Part-time

17
Enterprise Environmental Factors
 Refer to both internal & external environmental factors that surround or influence a
project’s success
 As an input in almost all project management process
 May enhance or constrain project management options
 May have positive or negative influence on the outcome
 Examples:

 Organizational culture, structure,  Stakeholder risk tolerances

and processes  Political climate
 Government or industry standards  Organization’s established
 Infrastructure communications channels
 Existing resources  Commercial databases
 Personnel administration  Project management information
 Company work authorization
systems
 Marketplace conditions

18
Organizational Process Assets

 Processes & Procedures

◦ Organizational standard processes such as standards, policies
◦ Standardized guidelines, work instruction, proposal evaluation criteria, and
performance measurement criteria
◦ Templates
◦ Financial control procedures
◦ Procedures for prioritizing, approving, and issuing work authorization
◦ Etc.
 Corporate Knowledge Base
◦ Process measurement databases
◦ Project files
◦ Historical information & lesson learned knowledge bases
◦ Issue and defect management databases
◦ Configuration management knowledge bases
◦ Financial databases
19
Characteristics of Project Life Cycle

• Cost and staffing levels are low at the start,

peak as the work is carried out, and drop
rapidly as the project draws to a close.

• Stakeholder influences, risk, and

uncertainty, are greatest at the start of the
project. These factors decrease over the life
of the project.

• Ability to influence the final

characteristics of the project’s product,
without significantly impacting cost, is
highest at the start of the project and
decreases as the project progresses towards
completion.
…or…
The cost of changes and correcting errors
typically increases substantially as the project
approaches completion.

20
Organizational Structure

Influences of organizational structure on projects Functional……….…….Projectised

21
Organizational Structure

Advantages Disadvantages
Functional • Easier management of specialists • People place more emphasis on their functional
• Team members report to only one supervisor specialty to the detriment of the project
• Similar resources are centralized, as the • No career path in project management
company is grouped by specialties • The project manager has little or no authority
• Clearly defined career paths in areas of work
specialization

Projectized • Efficient project organization • No “home” when project is completed

• Loyalty to the project • Lack of professionalism in disciplines
• More effective communication than functional • Duplication of facilities and job functions
• Less efficient use of resources

Matrix • Highly visible project objectives • Extra administration is required

• Improved project manager control over • More than one boss for project teams
resources • More complex to monitor and control
• More support from functional area • Tougher problems with resource allocation
• Maximum utilization of scarce resources • Need extensive policies and procedures
• Better coordination

22
Identify Stakeholders: Tools & Techniques
 Data Analysis (Stakeholder Analysis)..
◦ Classify and prioritize the list of stakeholders so as to
formulate a strategy to manage their expectations

Interest
◦ Some classification models are High Low

 Power/ Interest grid Keep Manage

High
P satisfied closely
 Based on the level of authority and interest o
w
e Monitor Keep

Low
informed
r

Power / Interest Grid

23
Plan Stakeholders Management
 Data Analysis: Engagement level of stakeholders
 Unaware
 Resistant
 Neutral
 Supporting
 Leading

C – Current D - Desired

24
Project Manager Competences

 PMI Talent Triangle®

25
Project Manager Competences

• Project managers need to employ both leadership and management in

order to be successful.

• Management and Leadership

26
Project Integration Management

Process
Knowledge
Area Monitoring &
Initiating Planning Executing Closing
Control
• Develop • Develop • Direct and • Monitor and Control • Close
Project Project Manage Project Work Project
Project
Charter Management Project Work • Perform Integrated
Integration
Plan • Manage Change Control
Management
Project
Knowledge

27
Develop Project Charter (2/2)

 Project Charter is authorized by someone external to the project, e.g.,

Project Sponsor or Customer
 Important inputs are:
◦ Business Documents
 Business Case
 Benefits Management Plan
◦ Agreements
 Contracts, memorandums of understanding, service level agreements, letters
of intent, etc.

28
Project Charter
 Project Charter, output from “Develop Project Charter” Process, contains:
◦ Justification or purpose of the project
◦ Project objectives that can be measured
◦ High level requirements
◦ High level project description
◦ Overall project risk
◦ Stakeholder list
◦ Summary milestone schedule
◦ Preapproved financial resources
◦ Project exit criteria
◦ Assigned project manager, responsibility and authority level

29
Project Management Plan (Output)
◦ Collection of documents that change over time as more information about the
project becomes available

◦ Baseline will change only in response to approved scope change

◦ It will include some or all of the following:

 Project Charter
 Scope statement
 Work Breakdown Structure (WBS)
 Budget, schedule, risks, constraints and assumptions
 Key Staff, Major Milestones
 Change Management and Configuration Management Plan
 Communications Management Plan
 Performance measurement baselines

30
Change Management Plan

 Describes how changes will be managed and controlled.

 Covers for the project as whole
 May includes:
◦ Change control procedures (how and who)
◦ The approval levels for authorizing changes
◦ The creation of a change control board to approve changes
◦ A plan outlining how changes will be managed and controlled
◦ Who should attend meetings regarding changes
◦ Tools to use to track and control changes

 Each knowledge area are described in the individual management

plans
31
Project Scope Management
 Project Scope Management
◦ Processes required to ensure that the project includes all, and only,
work required

◦ Answers the question – “What will the project produce in the end”.

◦ Defining what “is/is not” included in the project

 Project scope – work that must be done – measured against project plan
 Product scope – features and functions included in the product or service –
measured against requirements

32
 Why Do We Manage Scope?
 Can’t manage schedule and budget if
scope is out of control (‘Triple
Constraint’ as traditionally called)

 Scope docs are used to manage TIME

expectations

SCOPE COST

33
 Scope Management Key Points
 What is scope management
◦ Checking to ensure that one is completing work
◦ Saying No to additional work not in the charter
◦ Preventing extra work/gold plating
Estimating

• Work Breakdown Structure (WBS)

 Foundation of the project, all planning and
controlling is based on the WBS
Staffing WBS Risk
 Identifies all work to be performed, if it is not
in the WBS it does not need to be done
 Graphical picture of work
Network
Diagrams

34
Work Breakdown Structure

 Start with major project deliverables or phases

 “Decomposition” is breaking down the deliverables into more

manageable parts
◦ Not all branches need the same level of decomposition!

 Decompose into “Work Packages”

◦ 8-80 Hour Rule  Don’t break work down too small or too big
◦ Commercially measurable, meaningful chunk of work

35