FUNDAMENTALS OF PROJECT

MANAGEMENT
LECTURE 1: INTRODUCTION

COURSE INSTRUCTOR
Sulaiman Jehangir
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Introduction
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Education
• Masters in Project Management, SZBAIST
• M.Phil , Bahria
• MBA ( Supply Chain ), Bahria

Professional Experience
• IT Infrastructure Deployment
• Procurement, and
• Project Management
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Contact Information
Name Mohammad Sulaiman Jehangir
Email: [email protected]

Communication Rules:

• Communication should be limited to clarifications related to course work.

• No requests for attendance, or marks adjustment, extending of deadlines, or
other requests of similar nature
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Ground Rules
• Punctuality • Adherence to University
• Attendance Policies
• Discipline ▫ Attendance
• Cell Phone Policy ▫ Dress Code
• Communication ▫ No Smoking
• Active Listening ▫ Any future policies
• Mutual Respect
Project and Project Management
• Project
• Temporary: definite start and end
• Produces unique product, service or result

• Project Management
• Application of scarce resources efficiently and
effectively to achieve objectives
Portfolio, Program and Project
• Portfolio: collection of programs, projects etc
compiled together for strategic reasons. It is a
high level strategic collection of those work
which together help a company move forward in
their strategic direction
• Program: grouped in a portfolio and can include
projects or any other work in support of a
portfolio
• Project: under a portfolio, may be independent
of a program
Operations and Project
• Operations are the day to day affairs of an
organization. It is routine work and continues
indefinitely since an organization is started with
the intent that it will continue to survive
• Project: temporary and unique
• Operations and projects cross each other’s paths
during the lifecycle of a project, example when a
phase is finished or handed over, when a new
product or service is brought into operation.
Usually, operations hand over to projects which
hands back over to operations
Project Management Office
• A physical and organizational division which is
responsible for projects and their management
• It can be tasked to do any of the following things
• Direct, plan, execute, manage a project
• Centralized location for information gathering
and storage
• Provide back up support and guidance
• Provide trainings
• Be a check on the proces (audits)
PMBOK

PMBOK stands for Project Management Body of Knowledge

and it is the entire collection of processes, best practices,
terminologies, and guidelines that are accepted as standards
within the project management industry. Because the body
of knowledge is constantly growing as practitioners discover
new methods or best practices, it must be updated and
disseminated. This is an effort that is overseen by the Project
Management Institute (PMI), the global not-for-profit
member association of PM professionals which captures and
publishes the PMBOK within the book, A Guide to the
Project Management Body of Knowledge (PMBOK Guide)
What is PMBOK Knowledge Areas?

The overarching piece of our matrix are the

Knowledge Areas. Each Knowledge Area is made
up of a set of processes, each with inputs, tools
and techniques, and outputs. These processes,
together, accomplish proven project management
functions and drive project success
The 10 Knowledge Areas
• Integration Management - is the processes required
to ensure that the various elements of the project are
properly coordinated.
• Scope Management - the processes required to ensure
that the project includes all the work required, and only
the work required, to complete the project successfully.
• Time Management - the processes required to ensure
the timely completion of the project.
• Cost Management - the processes required to ensure
the project is completed within the approved budget.
• Quality Management - the processes required to
ensure the project will satisfy the needs for which it
was undertaken.
• Human Resource Management - the
processes required to make the most effective use
of people involved with the project.
• Communications Management - the processes
required to ensure the timely and appropriate
generation, collection, dissemination, storage, and
ultimate disposition of project knowledge.
• Risk Management - the processes concerned with
identifying, analyzing, and responding to project risk.
• Procurement Management - the processes
required to acquire the goods and services from
outside the performing organization.
• Stakeholder Management - the processes that
identifies and develops relationships with those
people and organizations which are impacted by the
project and which influence or determine how the
team works.
Cont…
• The following 4 new sub sections appear across
all knowledge areasKey concepts
• Trends and Emerging Practices In Project
Management
• Tailoring Considerations
• Agile / Adaptive Environment Considerations
Major Changes To The PMBOK 6th Edition
• The PMBOK guide is now almost a thousand page
manual.
• The new standard also includes Agile Practice Guide.
• Number of Project Management Processes have increased
from 47 to 49.
• 3 new processes introduced.
• 1 process removed.
• The Role of The Project Manager is a new section in
PMBOK guide sixth edition.
• PMBOK guide 6th edition has improved readability due
to good number of tables and charts.
What is PMBOK Process Group?
• Every project needs the 5 Process Groups -
Initiating, Planning, Executing, Monitoring &
Controlling and Closing. Process Groups bundle
together processes that often operate around the
same time on a project or with similar input and
outputs. Once you've got comfortable with them
they are actually a very logical way of grouping
together the things you have to do.
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Project Management Process Groups

 Initiating Process Group. The process(es) performed to define a new project or a
new phase of an existing project by obtaining authorization to start the project or
phase.

 Planning Process Group. The process(es) required to establish the scope of the
project, refine the objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.

 Executing Process Group. The process(es) performed to complete the work

defined in the project management plan to satisfy the project requirements.

 Monitoring and Controlling Process Group. The process(es) required to track,

review, and regulate the progress and performance of the project; identify any areas in
which changes to the plan are required; and initiate the corresponding changes.

 Closing Process Group. The process(es) performed to formally complete or close a

project, phase, or contract.
Organizational Process Assets?
Organizational Process Assets would include
anything the organization has acquired that you
can use in the management of the project. They
include formal and informal plans, policies,
procedures, and guidelines. These are very
important for the planning stage, irrespective of
the nature of the project. Whether your project is
long-term or short-term, OPAs are a must.
Common OPAs:
• Standardized guidelines
• Work breakdown structure templates
• Risk templates
• Project closure guidelines
• Change control procedures
• Financial control procedures
Cont…
• Assets of the organization
• Lessons learnt database
• Data of previous projects
• Any standards, guidelines, good practices
developed
Enterprise Environment Factors (EEFs)
• Enterprise Environment Factors (EEFs) include
all policies, practices, procedures, and legislation
that exist both inside and outside of the
organization that will impact the way you
manage a project.
Enterprise Environmental Factors
• Political
• Economic
• Social
• Technological
• Legal
• Environmental
• Etc etc
Project Life Cycle