PMF

1. PROJECT MANAGEMENT
Project : Combination of human and non
– human resources pooled together in a
temporary organization to achieve a
specific purpose.
Another definition for project :
Project is defined as a planned set of
interrelated tasks to be executed over a
fixed period and within certain cost and
other limitations.

2. • A project is temporary in that it has a defined
beginning and end in time, and therefore
defined scope and resources.
• Project is unique in that it is not a routine
operation, but a specific set of operations
designed to accomplish a singular goal
PROJECT MANAGEMENT

3. • PROJECT MANAGEMENT
Project management, then, is the application of
knowledge, skills, tools, and techniques to
project (execute) activities to meet the project
requirements.
PROJECT MANAGEMENT

4. • Project is initiated to achieve a mission.
• Project is completed as soon as the mission is
fulfilled.
• The project lives between these two cut-off
points and therefore, this time-span is project
life cycle.
PROJECT MANAGEMENT

5. • Examples of Project :
• The development of software for an improved
business process
• the construction of a building or bridge,
• the relief effort after a natural disaster
• Conducting free and fair elections
• the expansion of sales into a new geographic
market — all are projects.
PROJECT MANAGEMENT

6. SOME PROJECT EXAMPLES
• Examples of Projects
• Design of a Portfolio Management Office
• Closure of an Industrial Plant
•
• Investment Logic Mapping (ILM)

7. • NEED FOR PROJECT MANAGEMENT:
• The project environment is very different from
that of typical day to day operations or a
regular team that performs similar activities
on a day to day basis.
PROJECT MANAGEMENT

8. • Project Management Office for Major
Business Change
•
• Project Management Office for Law
Enforcement
•
• Change of Telecommunications Service
Provider
SOME PROJECT EXAMPLES

9. • 1. Provide vision and direction – the project
manager identifies the aims and vision of the
project and gives it purpose and direction.
• They are responsible for all communication
between stakeholders, customers and the
project team, which decreases confusion and
increases accuracy.
PROJECT MANAGEMENT

10. • 2. Increase efficiency – the project manager
works with the project team to define the
tasks which need to be undertaken in order to
complete the project, and in what order they
should occur. This ensures that they are
completed efficiently.
PROJECT MANAGEMENT

11. • 3. Control scope –
• The project manager will continually
address scope management throughout the
life of the project by regular monitoring and
controlling. This in turn saves effort and cost.
PROJECT MANAGEMENT

12. • 4. Manage costs – Delivering on time and
within budget are two constraints of any
project.
• The project manager controls not only
monetary costs but also the people resources,
both internal and external, and the equipment
costs as well.
PROJECT MANAGEMENT

13. • 5. Manage time – time is arguably the biggest
challenge of any project.
• The project manager must control the project
schedule by examining milestones, key dates
and the critical path throughout the project
life cycle.
• These are the needs of project management.
PROJECT MANAGEMENT

14. • Criteria for Project success :
• It must get completed
• It must be completed within budget
• It must get completed within allocated time
• It must perform to satisfaction
PROJECT MANAGEMENT

15. • Triple Constraints for Project :
• Time
• Cost
• Scope
• Tata Consultancy Services
PROJECT MANAGEMENT

16. • Project Charter :
• Project scope
• Project Manager
• Project goals
• Project reviewing authority
• Budget
• Name of the Investor
PROJECT MANAGEMENT

17. • Seven C’s for Team Building
• Conceiving
• Concurring
• Committing
• Communicating
• Coordinating
• Counseling
• Controlling
PROJECT MANAGEMENT

18. • Project – Network
• The network should not be made complex.
• The network should follow
• KEEP IT SO SIMPLE.
PROJECT MANAGEMENT

19. • MILE STONES
• Remarkable achievements in a project are
termed as MILSTONES
PROJECT MANAGEMENT

20. • The floors will be finished on Monday
• The roof will be completed on November 1st
• The gas installation will be connected at the
end of the month
PROJECT MANAGEMENT

21. • East Coast Road Project (ECR)
• About IT Corridor
• Chennai Ennore Port Road Connectivity
Project
• Chennai Outer Ring Road (CORR) Project
PROJECT MANAGEMENT

22. CLASSIFICATION OF PROJECTS
• According to complexity
– Easy
– Complicated
• According to source of
capital
– Public
– Private
– Mixed
• According to project content
– Construction
– IT
– Business
– Service or product production
• According to those
involved
– Departmental
– Internal
– Combination
– External
• According to its objective:
– Production
– Social
– Educational
– Community
– Research
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23. CLASSIFICATION OF PROJECTS
Classification based on
duration
 long term - life of more
than 10 years
 medium term - life of 5 to
10 years
 short term - less than 5
years
• Classification based on
investments
• high investment -above Rs.20
crore considered whereas an
investment
• medium investment -, outlay
between Rs.5 crore to Rs.20
• low investment -below Rs.5
crore
• Industry with initial outlay
below Rs.50 lac is considered
cottage industry
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24. • Classification based on
risk
• Greenfield project,
• brown field project,
• divestment project
• modernization or
replacement project.
• Greenfield project
Greenfield project is a
totally new venture by a
fresh entrepreneur. It is
also known as grass-root
projects. Such projects
are fresh and are exposed
to very high risk due to
lack of expertise of
entrepreneur and
infrastructure
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CLASSIFICATION OF PROJECTS

25. • Brownfield projects -an existing promoter
company or existing project goes for addition
of product/capacity
1. Expansion project
2. Vertical integration project
3. Diversification project
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CLASSIFICATION OF PROJECTS

26. Divestment project
Obsolescence of product/service
Increased level of competition
Strategic failure
 Increase concentration on fewer product lines
Better opportunity of investment
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CLASSIFICATION OF PROJECTS

27. • Modernization/Replacement Project
• In recent times, technology up gradation has
been very rapid. Only those organizations can
survive which cope up with the ongoing
technological changes. Firms need to upgrade
their technology. Such projects up gradation
of technology may need capital investments
and are called modernization projects
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CLASSIFICATION OF PROJECTS

28. CATEGORIES OF PROJECTS

29. EFFECTIVE PROJECT MANAGEMENT
• PROJECT SELECTION TECHNIQUES
• 1. Cost Benefit Analysis
• 2. Risk and Sensitivity Analysis
• PROJECT EXECUTION TECHNIQUES
• 1. Work Breakdown Structure (WBS)
• 2. Project Execution Plan (PEP)
• 3. Project Management Manual

30. • PROJECT SCHEDULING AND
NETWORKING TECHNIQUES
• 1. Life Cycle Curves
• 2. Line of Balancing
• 3. Networking Techniques (CPM / PERT)
EFFECTIVE PROJECT MANAGEMENT

31. EFFECTIVIE PROJECT MANAGEMENT
• PROJECT MONITORING AND
PROGRESSING TECHNIQUES
• 1. Progress Measurement technique
(PROMPT)
• 2. Performance Monitoring Technique
• (PERMIT)
• 3. Updating, reviewing and reporting
technique (URT)

32. • PROJECT COST AND PRODUCTIVITY
CONTROL TECHNIQUES
• 1. Productivity Budgeting Technique
• 2. Value Engineering (VE)
• 3. COST / WBS
EFFECTIVIE PROJECT MANAGEMENT

33. • PROJECT COMMUNICATION AND CLEAN UP
TECHNIQUES
• 1. Control Room
• 2. Computerised Information Systems
EFFECTIVIE PROJECT MANAGEMENT

34. PMF
You are handling a priority project and have been
meeting all the deadlines and are therefore planning
your leave during the project. Your immediate boss
does not grant your leave citing the urgency of the
project. You would…
1) Proceed on leave without waiting for the
sanction.
2) Pretend to be sick and take leave.
3) Approach higher authority to reconsider the leave
application.
4) Tell the boss that it is not justified.

35. Why New Projects?
• Customer Request
• Social Need
• Demand
• Technological Advancement

36. REASONS FOR PROJECT FAILURE
• Unsuitable Team Members.
• Inappropriate Resources.
• Poor Planning.
• Unclear Objectives.
•

37. REASONS FOR PROJECT FAILURE
• Failing to Engage the Stakeholders.
• Poor Communication.
• Project Scope Is Not Well-Documented.
• Setting Unrealistic Deadlines.
• Not Tracking Where You Have Reached.

38. WORK BREAKDOWN STRUCTURE
(WBS)
The Work
Breakdown
Structure (WBS) is a
tree structure,
which shows a
subdivision of effort
required to achieve
an objective.
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39. PDCA CYCLE
• P – Plan
• D- Do
• C – Check
• A - Act

40. PM
• Are qualities of project manager is same for
constructional company and software
company?
• Answer :