Project management is the process of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It involves defining project activities, estimating durations and costs, developing a project schedule, allocating resources to tasks, tracking progress, and identifying variations from the plan. The key benefits of project management include improved coordination, optimized use of resources, on-time and within budget completion, and defined project deliverables.

1. Concept of Project Management
PRESENTED BY
MISKEEN ALI GOPANG
DEPARTMENT OF INDUSTRIAL ENGINEERING & MANAGEMENT
MEHRAN UNIVERSITY OF ENGINEERING AND TECHNOLOGY
JMASHORO, SINDH
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2. OUTLINE
1. Learning Objectives
4. Project/Program/Product
5. Importance of PM
2. Concept of Project
3. Project Management
6. Revision
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3. Learning Objectives
 What is PROJECT?
 What is PROJECT
MANAGEMENT?
 Difference between PROGRAM,
PROJECT AND PRODUCT?
 Triple Constraints of PM.
 Importance of PM
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7. Project Management
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8. What is a project?
Definition
A project is a temporary endeavor
undertaken to create a unique product, service, or result.
 Temporary endeavor with a definite beginning and end.
 The end is reached when
the project’s objectives have been achieved or
when the project is terminated because its objectives will
not or cannot be met, or
when the need for the project no longer exists.

9. Definition – Misconceptions:
 Temporary does not necessarily mean short in duration.
 Temporary does not generally apply to out put of the project
(the product, service, or result created by the project); most
projects are undertaken to create a lasting outcome. [and
lasting impact.]
Definition: “create”:
 A product that can be either a component of another item or
an end item in itself,
 A capability to perform a service (e.g., a business function
that supports production or distribution), or
 A result such as an outcome or document (e.g., a research
project that develops knowledge that can be used to
determine whether a trend is present or a new process will
benefit society).
What is a project?

10. Definition – “unique”
Every project creates a unique product, service, or result.
Although repetitive elements may be present in some project
deliverables, this repetition does not change the fundamental
uniqueness of the project work.
An ongoing work effort is generally a repetitive process because
it follows an organization’s existing procedures.
What is a project?

11. What is a Project?
A temporary and one-time endeavor undertaken to
create a unique product or service, which brings
about beneficial change or added value.
A group of milestones or phases, activities or tasks
that support an effort to accomplish something
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12. What is a Project?
• A collection of linked activities, carried out in
an organized manner with a clearly defined
START POINT and END POINT to achieve some
specific results desired to satisfy the needs of
the organization at the current time.
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13. What is a Management?
• Management : is the process of Planning,
Organizing, Controlling and Measuring
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14. What is a Project
Management?
• A dynamic process that utilizes the
appropriate resources of the organization in a
controlled and structured manner, to achieve
some clearly defined objectives identified as
needs.
• It is always conducted within a defined set of
constraints.
• Any Process or Means used to track tasks or
efforts towards accomplishing a goal could be
considered Project Management
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15. Defining Project
Management
• The application of knowledge, skills, tools
and techniques to project activities to
meet project requirements
• Organizing and managing resources so
the project is completed within defined
scope, quality, time and cost constraints.
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16. What does Project
Management Entail?
• Planning: is the most critical and gets the least
amount of our time. Beginning with the End in mind-
Stephen Covey
• Organizing: Orderly fashion (Contingent/Prerequisites)
• Controlling: is critical if we are to use our limited
resources wisely
• Measuring: To determine if we accomplished the
goal or met the target?
If you can’t plan it, You can’t do it
If you can’t measure it, you can’t manage it
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17. PM Triple Constraints
• Time
• Cost
• Scope
Manage these or they will
manage you!
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18. Why Projects Fail
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19. Why Projects Fail
• Weak business case
• Lack of senior management
commitment
• Inadequate project planning
(budget, schedule, scope, etc.)
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20. Why Projects Fail (cont’d)
• Absence of user involvement
• New or unfamiliar technology
• Lack of defined, clear,
or concise requirements
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21. Why Projects Succeed
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22. Why Projects Succeed
1. Sound project management
processes
2. Project tied to the organization’s
business goals
3. Senior management commitment
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23. Why Projects Succeed
4. Good change management
5. Detailed requirements
6. Realistic schedule
7. Good stakeholder relationships
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24. Why Projects Succeed
8. Empowered project manager
9. Skilled and appropriate team
members with defined roles and
responsibilities
10. Availability of funding
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25. What makes this all work?
A good, solid professional project
manager
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26. Why is Project Management used?
• It is necessary to Track or Measure the
progress we have achieved towards a Goal
we wish to accomplish.
• We use Project Management to Aid us in
Maximizing and Optimizing our resources
to accomplish our goals.
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27. Why is Project Management used?
• Not much. Probably more time is wasted
as a consequence of lack of Project
Management tool than is spent to Plan
adequately, Organize, Control effectively
and Measure appropriately.
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28. Why is Project Management used?
• Enables us to map out a course of action
or work plan
• Helps us to think systematically and
thoroughly
• Unique Task
• Specific Objective
• Variety of Resources
• Time bound
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29. Why is Project Management used?
• In built Monitoring/ Sequencing
• Easy and Early identification of Bottlenecks
• Activity based costing
• Identification and Addition of missing and new
activities
• Preempting unnecessary activity/expenditure
• Timely Completion > Assigning tasks
• Reporting
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30. Consequences of not using PMT
DELAY
COST
WASTE OF RESOURCES
QUALITY
DISSATISFACTION
REPUTATION
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31. Relationships B/W Project & Program
A program is defined as a group of related projects
managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Key Points:
 Programs may include elements of related work outside
the scope of the discrete projects in the program.
 A project may or may not be part of a program but a
program will always have projects.

32. Relationships B/W Project & Program
An Example of a Program :
An example of a program would be a
new communications satellite system
with projects for
 design of the satellite and of the ground stations,
 construction of each,
 integration of the system, and
 launch of the satellite.

33. Project Task
Go To
Market
(GTM)
Project concerned with marketing
creation, working with marketing
partners, and selling the devices into
the countries with the biggest return
on investment.
Hardwar
e
Responsible for creating the new
hardware for the phone.
Tooling
Responsible for setting up the factory
that will produce the devices, along
with ensuring the supply of raw
materials to make the phone is
secured.
Legal
Responsible for ensuring that all laws
have been complied with or that a
plan exists where this hasn’t been
possible.
Business
Affairs
Responsible for all 3rd party deals
needed for a successful launch, for
example, commercial deals with
network operators.
Support
Responsible for ensuring the device
contains the right support materials,
and that the organization is geared up
to handle any new support phone
calls caused when the device is
launched.

34. Information Technology Project Management, Fifth Edition, Copyright 2007
History of Project Management
• In 1917, Henry Gantt developed the famous Gantt chart as
a tool for scheduling work in factories
– A Gantt chart is a standard format for displaying project
schedule information by listing projects activities and their
corresponding start and finish dates in a calendar format
• The military was the key industry behind the development
of several project management techniques.
– Members of the US navy Polaris missile/submarine project first
used network diagrams in 1958. These diagrams helped model
the relationships among project tasks, which allowed them to
create schedules that were more realistic.
• Determining the relationships among tasks helps in finding the critical
path of the network. This tells the manager the earliest completion date
of the project.
– In the 1990s, many companies created project management
offices (PMO) to help them handle the increasing number and
complexity of projects throughout an organization
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35. Information Technology Project Management, Fifth Edition, Copyright 2007
Project Management Software
• There are hundreds of different products to assist
in performing project management
• Three main categories of tools
– Low-end tools: handle single or smaller projects
well, cost under $200 per user
– Midrange tools: handle multiple projects and users,
cost $200-600 per user, Project 2007 most popular
– High-end tools: also called enterprise project
management software, often licensed on a per-user
basis, like VPMi Enterprise Online
(www.vcsonline.com)
• See the Project Management Center Web site
(www.infogoal.com/pmc) or Top Ten Reviews
(project-management-software-
review.toptenreviews.com) for links to many
companies that provide project management
software
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