The document outlines an agenda for a project management fundamentals training program. The first session covers project basics, including definitions of a project and project management. It discusses the project lifecycle processes of developing a project charter, project management plan, directing and managing project execution, monitoring and controlling work, integrated change control, and closing a project. The remainder of the session focuses on developing a project charter, including its key components and purpose in initiating a project.

1. 1
Project Management Fundamentals Training Program
Session 1/4
G. Satyanarayana
Envision Enterprise Solutions
Mail: satyanarayanag@envistionesl.com
Cell: +91 9963744407

2. • What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
• Q & A
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project
Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
• Q & A
Project Management Fundamentals Training Program Session 1 Agenda
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Satyanarayana. G. Manager - Solutions
Project Basics
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project
Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
• Q & A
Project
Integration
Management
30
Min
75
Min
Exam
15
Min

3. • What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
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Satyanarayana. G. Manager - Solutions
• What is project
• What is a project Management
• Program, portfolio & PMO
• PM skills
• PM process groups
Project Basics

4. What is Project?
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
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Satyanarayana. G. Manager - Solutions
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.
1. Projects are temporary in nature and have a beginning and end date.
2. A project has a set of objectives. A project has an organization structure.
3. A project has resources — used to create the deliverables or products.
4. These products may be tangible or intangible.
5. The end-product all deliverables, must have the potential, or capability to
realize business benefits.
6. Each project is unique in some way.

5. What is the Project Management?
• Knowledge
• Skills
• Tools and techniques
Application of
Balancing Constraints
Scope
QualityBudget
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Satyanarayana. G. Manager - Solutions
• Initiating
• Planning
• Executing
• Monitoring & control
• Closing
Accomplished
throughout
Schedule
Risks
Resources

6. Program, Portfolio & PMO
•Collection of related projects
•Controls are implemented and managed in a coordinated
way
•Collective benefits are realized
•Each project has project manager
Program
Management
•Collection of programs and projects
•Meets a specific business goal or objectives
•Weighing the value of each project against the
portfolio strategic objectives
Portfolio
Management
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Satyanarayana. G. Manager - Solutions
•Collection of programs and projects
•Meets a specific business goal or objectives
•Weighing the value of each project against the
portfolio strategic objectives
Portfolio
Management
•Centralized unit to oversee Projects and programs
•Establishes and maintains the standards
•Supports managers
•Custodian of OPA
Project
Management
office (PMO)

7. Project Managers Skill Set
Knowledge
Performance
Personal
Management
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Satyanarayana. G. Manager - Solutions
Management
Interpersonal

8. Initiating
Processes
Planning
Process
Closing
Process
Monitoring & Controlling Process
Authorizes the
project
Authorizes the
project
Plans course of
actions to
achieve
objectives
Plans course of
actions to
achieve
objectives
Measures
progress to
identify the
variance and
controls
Measures
progress to
identify the
variance and
controls
Project Management Process Groups
11
22
44
5
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Satyanarayana. G. Manager - Solutions
Initiating
Processes
Executing
Process
Closing
Process
Authorizes the
project
Uses the
resources to
carry out thee
project tasks
Uses the
resources to
carry out thee
project tasks
Ensures
structured
project closure
Ensures
structured
project closure
11
33
55

9. Project Management Process Groups
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Satyanarayana. G. Manager - Solutions

10. • Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
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Satyanarayana. G. Manager - Solutions
• Develop Project Charter
• Develop Project Management Plan
• Direct and Manage Project Execution
• Monitor and Control Project Work
• Perform Integrated Change Control
• Close Project or Phase
Project Integration
Management

11. Develop a Project Charter (PC)
•It is a very first piece of project
documentation
•Issued by a project sponsor / initiator
•The process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply allocated organizational
resources to project activities
Initiating
process
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Satyanarayana. G. Manager - Solutions
•It is a very first piece of project
documentation
•Issued by a project sponsor / initiator
•The process of developing a document that
formally authorizes the existence of a project
and provides the project manager with the
authority to apply allocated organizational
resources to project activities

12. Develop a Project Charter (PC)
SOWSOW
Contracts &
Agreements
Contracts &
Agreements
OPAOPA
Business
Cases
Business
Cases
Environmental
Factors
Environmental
Factors
I
N
P
U
T
S
Initiating
process
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Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
Business
Cases
Environmental
Factors
Project Charter
External SME’s
Experts Judgments
Internal SME’s
Facilitation Techniques

13. Develop a Project Charter(PC)
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
Initiating
process
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Satyanarayana. G. Manager - Solutions
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by
1. Purpose and Justification
2. Objectives
3. Success Criteria
4. High Level Requirements
5. Assumptions and Constraints
6. Environmental Factors
7. High Level Project Description
8. High Project Risks
9. Summary Milestones
10. Summary Budget
11. Stakeholders List
12. Approval Requirements
13. PM Authority
14. Sponsor, PM and Other Relevant
15. Project Charter Acceptance Signed & Approved by

14. Develop Project Management Plan(PMP)
•Developing project management plan is the
process of documenting the actions
necessary to define, prepare, integrate and
coordinate all the subsidiary plans.
•It also contains the performance
measurement plans
•Subsidiary plans like CMS, TMP, HRMP, QMP
and RMP
•PMP defines how the project is to be
executed, monitored & controlled and closed
•This is living document which is updated
throughout the life of the project
Planning
process
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Satyanarayana. G. Manager - Solutions
•Developing project management plan is the
process of documenting the actions
necessary to define, prepare, integrate and
coordinate all the subsidiary plans.
•It also contains the performance
measurement plans
•Subsidiary plans like CMS, TMP, HRMP, QMP
and RMP
•PMP defines how the project is to be
executed, monitored & controlled and closed
•This is living document which is updated
throughout the life of the project

15. Develop Project Management Plan (PMP)
PCPC
Output
from other
processes
Output
from other
processes
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Baselines
(CTS)
Baselines
(CTS)
1. Scope management plan
2. Requirement management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Process improvements plan
7. Human resource plan
8. Communication management
plan
9. Risk management plan
10. Procurement management plan
11. Stakeholders management plan
12. Change management plan
Planning
process
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Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
PMP
External SME’s
Experts Judgments
Internal SME’s
Facilitation Techniques
1. Scope management plan
2. Requirement management plan
3. Schedule management plan
4. Cost management plan
5. Quality management plan
6. Process improvements plan
7. Human resource plan
8. Communication management
plan
9. Risk management plan
10. Procurement management plan
11. Stakeholders management plan
12. Change management plan
Will cover
in detail in
other
sessions
Will cover
in detail in
other
sessions

16. Develop a Project Management Plan (PMP)
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
Planning
process
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Satyanarayana. G. Manager - Solutions
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance
1. Which project management process and their level of implementation are
appropriate to the project
2. What tools and techniques will be used with which process
3. How the processes will interact as the project moves its phases
4. How the project work will be completed
5. How change control will happen
6. How configuration management will be performed
7. The integrity of project baseline
8. How the measurements will be used to better manage the project
9. Communication demand and techniques with the project stakeholders
10. How the project stakeholders inclusion and management will occur
11. When and how the management will review the project performance

17. Direct & Manage Project Work
•The process of leading and performing the
work defined in the PMP and implementing
approved changes to achieve the project
objectives
Executing
process
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Satyanarayana. G. Manager - Solutions
•The process of leading and performing the
work defined in the PMP and implementing
approved changes to achieve the project
objectives

18. Approved
Changes
Approved
Changes
Direct & Manage Project Work
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Executing
process
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Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Deliverables
•Work Performance data
•PMP updates
•Project document
updates
External SME’s
Experts Judgments
Meetings
Internal SME’s
PMIS

19. Direct & Manage Project Work
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
Executing
process
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Satyanarayana. G. Manager - Solutions
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken
•Deliverables as per scope of work and changes approved
•Work Performance data of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Data on the cost, schedule, technical and quality to facilitate forecasting
•List of all corrective, preventive actions taken

20. Monitor and Control Project Work(MCPW)
•The process of tracking, reviewing and
reposting project progress against the
performance objectives defined in the PMP
•Monitoring the implementation of changes
approved
•Controlling the all project constraints
•Applying analytical techniques in project
management to forecast potential outcomes
based on possible variations of the project or
environmental variables and their
relationships with other variables
•MCPW starts as soon as project starts
Monitoring
& Control
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Satyanarayana. G. Manager - Solutions
•The process of tracking, reviewing and
reposting project progress against the
performance objectives defined in the PMP
•Monitoring the implementation of changes
approved
•Controlling the all project constraints
•Applying analytical techniques in project
management to forecast potential outcomes
based on possible variations of the project or
environmental variables and their
relationships with other variables
•MCPW starts as soon as project starts

21. Scheduled
and cost
forecasts
Scheduled
and cost
forecasts
Monitor and Control Project Work
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Work
performance
information
Work
performance
information
Approved
changes
Approved
changes
Analytical Techniques
1. Regression analysis
2. Grouping methods
3. Casual analysis
4. Root cause Analysis
5. Forecasting methods
6. Failure Mode and effect
analysis
7. Failure tree analysis
8. Reserve analysis
9. Trend analysis
10. Earned value method
11. Variance analysis
Monitoring
& Control
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Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Change requests
•Work Performance reports
•PMP updates
•Project document updates
External SME’s
Experts Judgments
Analytical techniques
Internal SME’s
PMIS
Meetings
Analytical Techniques
1. Regression analysis
2. Grouping methods
3. Casual analysis
4. Root cause Analysis
5. Forecasting methods
6. Failure Mode and effect
analysis
7. Failure tree analysis
8. Reserve analysis
9. Trend analysis
10. Earned value method
11. Variance analysis
Will cover
in detail in
other
sessions
Will cover
in detail in
other
sessions

22. Monitor and Control Project Work
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
Monitoring
& Control
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Satyanarayana. G. Manager - Solutions
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured
•Deliverables as per scope of work and changes approved
•Work Performance information of all the resources for each activity wise
•PMP updates throughout the process
•Project document updates
•Reports and Analysis on the cost, schedule, technical and quality to facilitate
forecasting
•Analysis on List of all risks occured

23. Perform Integrated Change Control (PICC)
•The process of reviewing all change
requests, approving changes and managing
changes to deliverables, organization process
assets, project documents and the PMP; and
communicating their disposition
•Project manager need to protect the project
scope from being changed
•Assign for impact analysis to experts
•CCB approvals or rejects
•Re-planning for approved changes
Monitoring
& Control
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Satyanarayana. G. Manager - Solutions
•The process of reviewing all change
requests, approving changes and managing
changes to deliverables, organization process
assets, project documents and the PMP; and
communicating their disposition
•Project manager need to protect the project
scope from being changed
•Assign for impact analysis to experts
•CCB approvals or rejects
•Re-planning for approved changes

24. Change
requests
Change
requests
Perform Integrated Change Control (PICC)
PMPPMP
OPAOPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
I
N
P
U
T
S
Work
performance
information
Work
performance
information
24
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAEnterprise
Environmental
Factors
Enterprise
Environmental
Factors
•Approved Change requests
•PMP updates
•Project document updates
External SME’s
Experts Judgments
Change control tools
Internal SME’s
PMIS
Meetings

25. Perform Integrated Change Control (PICC)
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
Monitoring
& Control
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Satyanarayana. G. Manager - Solutions
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes
•Approved Change requests
•PMP updates
•Project document updates
•Change log
•Impact analysis
•Work performed on approved changes

26. Close Project or Phase (CPP)
•The process of finalizing all activities across
all the project management process groups tp
formally complete the phase or project.
• Project manager reviews all the prior
information from the previous phases closure
to that the project work is complete and the
project has met its objectives
•The goal of closure is to formal acceptance
on all project deliverables
•Contract closure is a sub part of project
closure
Closing
Process
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Satyanarayana. G. Manager - Solutions
•The process of finalizing all activities across
all the project management process groups tp
formally complete the phase or project.
• Project manager reviews all the prior
information from the previous phases closure
to that the project work is complete and the
project has met its objectives
•The goal of closure is to formal acceptance
on all project deliverables
•Contract closure is a sub part of project
closure

27. Approved
Change
requests
Approved
Change
requests
Close Project or Phase (CPP)
PMPPMP
OPAOPAAccepted
deliverables
Accepted
deliverables
I
N
P
U
T
S
Closing
Process
27
Satyanarayana. G. Manager - Solutions
OUTPUT
Tools
&
Techniques
OPAAccepted
deliverables
•Final product service or
results transition
•OPA update
External SME’s
Experts Judgments
Internal SME’s
PMIS
Meetings

28. Close Project or Phase (CPP)
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
Closing
Process
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Satyanarayana. G. Manager - Solutions
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure
•Status of checklist of closure
•Final product service or results transition
•OPA update
•Contract closure

29. Project Integration Management
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Satyanarayana. G. Manager - Solutions

30. PM Fundamentals Session 1/4
Now
Its Exam
Time
Now
Its Exam
Time
Select
The
Right
Answer
On
Your
Own
Select
The
Right
Answer
On
Your
Own
Keep
Calm
And
Write
Exam
Keep
Calm
And
Write
Exam
15 Questions
15 Min
30
Satyanarayana. G. Manager - Solutions
All
The
Best
All
The
Best
Select
The
Right
Answer
On
Your
Own
Select
The
Right
Answer
On
Your
Own
Keep
Calm
And
Write
Exam
Keep
Calm
And
Write
Exam

31. PM Fundamentals Session 1/4
31
Satyanarayana. G. Manager - Solutions

32. 32
Satyanarayana.G Manager - Solutions