Lecture 01: Advanced Project Management-Introduction, Fida Karim Hunzai;

1. Advanced Project Management-
Introduction
Ghazala Amin
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2. Agenda
• Introduction
• Meeting Objectives
• Project Oriented Industries
• Project Manager, Power and Authority
• PM Discipline
• Managing your Stake Holders
• Talk the Talk and Walk the Walk
• Communication
• Project Closure
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3. Meeting Objectives
• Introduce myself
• Share experiences and my personal
perspectives
• Project Management and your insight into
what its all about…
• Informal and Casual Q & A Session
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4. Introduction
• BS in Computer Engineering
• MS in Electrical Engineering and Software
Management
• Certified Information Specialist, EDS/HP
• Certified Senior Project Manager, IBM Global
Services
• PMI Certified – Project Management
Professional
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5. 01/11/16 Project Management and overview 5
My Team‘s “food for thought”
Why did you
become a Project
Manager
Doesyour
projectteam
likeyouand why
Your expectations
from this class

6. Advanced PM Course Layout
• 16 lectures over the semester
• Announced midterm – 25% of total grade
• Project Methodology assignment – 25% of total
grade
– Graded on communication (written) skills
– Templates in MS word format.
• Announced Final – 50% of total grade
– MCQ, T and F, Short answers (essay type)
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7. Open Door Policy
• Honest and open two way communication.
– Instructor Students
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Success
Project Management is a critical professional discipline

8. Advanced PM Course Material
• Reference Materials for Study
– Study Notes and class discussions
– A guide to the Project Management Body of
Knowledge (PMBOK)
– Dr. Harold Kerzner’s book
• Project Management-A Systems Approach To Planning,
Scheduling and Controlling
– The Wisdom of teams, Katzenbach and Smith
– The 7 Habits of Highly Effective People by Stephen R.
Covey
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9. • To introduce MSPM students to Project Management Fundamentals
and how Project Management has evolved into strict professional
discipline over the past 3 decades.
• To encourage MSPM students to share their professional PM
experiences of how they are managing real life projects in Pakistan.
• To raise the bar of introductory PM education being offered in other
programs and universities. We are targeting experienced PM
Professionals.
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Learning Objectives

10. • This course would introduce MSPM students with basic
knowledge of PM processes that would help them with PM
certification exams being offered by PMI or other PM
organizations.
• It only provides the basic knowledge of various project
management concepts. It gives the “what is”, the “how to
implement” should be dealt with in other classes in detail.
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Learning Objectives

11. Who should study Project Management?
• Anyone who is directly or indirectly involved in;
• initiating, planning, implementing, monitoring, evaluating
and/or controlling a project;
• in a position which involves a substantive level of
decision-making, responsibility, communication and
coordination,
• should be thoroughly familiar with all the subject areas,
methodology, processes and tools and techniques of
project management.
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A good and common project management knowledge platform will increase the
likelihood of the project attaining its goal within time and budget.

12. Project Oriented Industries
• NASA and DOD (Department of Defense)
• Construction, architecture, new product
development
• Financial Institutions
– Banks, Insurance, Telecommunication
• Manufacturing Units and Plants’ operation
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13. Project Manager’s Power and Authority
• Authority
– Right of an individual to make necessary decisions
required to achieve his objectives or responsibility.
• Power
– Granted to an individual by the subordinates and peers
over time and is a measure of their respect for the
individual.
– Builds credibility and respect in the profession.
• Accountability
– Acceptance of success or failure.
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14. Talk the Talk and Walk the Walk
• Knowing and using industry specific LINGO –
Terms and terminology.
• Award and Reward - Ensure every one
understands the benefit of project completion
on schedule and budget.
• Use cultural influences to your advantage.
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15. What kind of Project Manager are you?
• Accidental Project Manager
– Usually, this project manager comes up through the ranks. For instance, a
strong programmer becomes the project manager on a development
project. Or a strong network technician becomes the project manager on
a large network upgrade. These people understand the types of projects
that they are managing, they can build a work plan, and they can assign
work to other team members. However, they don't have a lot of project
management discipline.
• Good Project Manager
– The second type of project manager understands that successful
project management requires you to manage issues, scope,
communication, risk, etc.
• Proactive Project Manager
– the third type, is someone who has made the mental transition to
apply his or her discipline on a proactive and ongoing basis.
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16. Project Management Discipline
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Project
A temporary endeavor undertaken to create
a unique product or service
Project Management
The application of knowledge, skills, tools and
techniques to project activities in order
to meet or exceed stakeholder needs and
expectations
Program
A group of projects managed in a coordinated
way to obtain benefits not available
from managing them individually
•Start and End date, allocated budget and available resources
•Dedicated Stakeholders
•Informed and Knowledgeable End user
•Empowered Project Office personnel
• Strict documentation
•Change management and risk mitigating process
•Estimation process for additional or in-scope deliverables
•PLANNING, CONTROLLING AND MANAGING.

17. Stake Holder Communication
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Project
Manager
Top
Management
The
Customer
Regulators
Links -TBD
Project Team
Members
Line Managers
Other Projects
Vendors

18. Project Manager :a coach and mentor
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The project manager’s leadership style should be matched to the
developmental level of the project team and
hould move through successive steps of:
Directing,
Coaching,
Supporting, and
Delegating

19. Project Manager
• Project Manager not only leads and manages the
project but helps the team with attaining SMART
objectives for the project and the team.
• S : Specific
• M : Measurable
• A : Attainable
• R : Realistic
• T : Time bound
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20. COMMUNICATION
• Communicate, Communicate and Record
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Identify root
causes of
problems
Critical Path
Analysis
Earned
Value
Project
Reviews
Identify
significant
variances
Project
Meetings
Identify
significant
trends
Resource
Analysis
Trial
Solutions
Reports
Performance
Tests Results

21. Project Closure
• Project plan updates
• Documentation Archived
• Legal Contract Closure
• Administrative Closure for Resources
• Corrective actions
• Lessons learned
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22. Wrap Up
• Q & A Session.
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