The document provides an overview of project management frameworks and tools. It discusses the rising demand for project management and outlines the project manager's body of knowledge. It also summarizes key project management concepts like the project life cycle, process groups, knowledge areas, and interactions between projects, programs and portfolios. Additionally, it describes tools for planning, monitoring and controlling projects, including work breakdown structures, Gantt and PERT charts, maturity models and more.

1. Project Management Framework

2. Demand for effective project management
Global demand for project management talent is
rising faster than supply
Keeping the pipeline filled will be challenging

3. What is PM Body of Knowledge ?
Application area
Knowledge,
standards &
regulations
General Mgmt
Knowledge &
Practice
Project Manager
Body of
Knowledge
Understanding of
the project
environment
Interpersonal
Skills

4. Project/Program/Portfolio Interactions

5. Comparison

6. Project Life Cycle Phases
Initiate Control
Executive
Plan Close
Milestones at every critical stage
or logical completion stage of the Project

7. Overlap of Process Groups
Time
Effort
Product Finish
Product Start
Control
Planning
Initiation
Closing
Execution

8. Project Processes
Closure
Processes
Initiation
Processes
Controlling
Processes
Executing
Processes
Planning
Processes

9. Project Process Groups
Initiating
Closing
Initiating
Project Phase (Design)
Project Phase (Feasibility)
Plan
Act
Do
Planning
Monitoring
& Control
Check
Executing
Monitoring
& Control

10. PMBOK Knowledge areas Framework
Quality
Management
Cost
Management
Communication
Management
Time
Management
Human Resource
Management
Procurement
Management
Risk
Management
Integration
Management
Scope
Management

11. Project Management Framework*

12. Planning Process Group

13. Planning Process: Risk Analysis
Draw a Risk Table to Summarize
Wonderful Management Tool/Report
Prob.
Impact
High
Medium
Low
High
adequate staff; may
Low Medium
3. Lack of skilled staff, 2. Time estimate and
scope of this project;
delay implementation. may be late and over
budget.
1. Lack of commitment.
organization slow to hirefunds inadequate for thHeeadquarters may have t
assume more responsibilit
will result in project delay
cost overruns.
for staff; may cause
delaying the execution
phase.
changes from clients;
communication problemsm,ay cause delay and
cost escalation.
6. Cannot get office spac5e.Expecting major scope 4. Not enough time spent
planning, lack of
understanding of problem;
may take longer/
cost more than anticipat

14. Projects Artifacts: WBS - Typical Tasks
Detailed WBS Example
for procuring an
Equipment System

15. Projects Artifacts: Costed WBS
ID TaskName Account FixedCost TotalCost
36 Final Submission $0.00 $33,000.00
37 Final DesignWork C14 $5,000.00 $25,000.00
38 Final Plan C14 $0.00 $8,000.00
39 TB Submission $0.00 $0.00
40 EPA $0.00 $0.00
41 Software (Subcontract 50-B) $0.00 $133,000.00
42 SW Design $12,000.00 $62,000.00
43 Do PrelimSWdesign S21 $0.00 $20,000.00
44 PDR $0.00 $0.00
45 Do Final SWdesign S22 $0.00 $30,000.00
46 CDR $0.00 $0.00
47 SW Construction $12,000.00 $71,000.00
48 CodeCSC A S31 $0.00 $6,000.00
49 CodeCSC B S31 $0.00 $8,000.00
50 Integrate&Tst CSCI 1 S32 $0.00 $20,000.00
Use Software to roll costs up the WBS

16. Executing Process Group

17. Monitoring & Controlling Process Group

18. Closing Process Group

19. GANTT CHARTS
Essentially, a Gantt chart is a bar chart that lays out project tasks and timelines linearly. The y-
axis is made up of individual tasks and the x-axis represents time. Gantt charts are great for
improving efficiencies and optimizing time management, as PMs can adjust tasks in the chart
as the project progresses to keep it on track for a timely delivery.
A Gantt chart, named for Henry Gantt who developed the tool back in 1910, is used to visually
display every task required by a given project in a linear fashion. This timeline view makes it
easy to see exactly how long each task (as well as the overall project) is expected to
take. Gantt charts are also great for visualizing the order of specific tasks as well as the teams
and individuals responsible for each task.

20. Tools: Gantt Chart
Gantt with Resource Histogram

21. PERT CHARTS
A PERT chart, on the other hand, is structured as a flow chart or network diagram that displays
all the project tasks in separate boxes and connects them with arrows to clearly
show task dependencies. Although PERT — short for Program Evaluation and Review
Technique — charts don’t have dates along their x-axes like Gantt charts, the individual boxes
charts, the individual boxes that make up PERT charts identify the time needed to complete
each task .
The PERT methodology was developed in the 1950s by the U.S. Navy to help manage large,
complex projects. With a PERT chart, project managers can define all tasks and activities
required for the project, then develop a realistic timeframe for project completion. PERT charts
are also useful in scheduling and coordinating team members to accomplish the project’s
tasks.ntify the time needed to complete each task.

22. Ordering the Activities: PERT Chart
Arrow Diagramming Method (ADM)
Tools: PERT Chart
1
2
3
4 5
6
A
C
E
B
D
F
G
7d
3d
4d
6d
3d
10d 5d

23. Tools: Critical Path Method (CPM)
• The critical path are the tasks that have the longest
path.
• Tasks are performed in parallel or one task is
completed before the next one can begin.
• This graph shows why if one task is not completed on
time can impact or cause delays to the schedule. Could
cause a major problem to the outcome of the project.

24. Start Finish
A
B
D
C
F
E
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F
This diagram shows six tasks in the project schedule. Tasks A, C, and F
are on the critical path, which means if one of these tasks takes longer
than expected, the project will not meet the deadline.
Tools: Critical Path Method (CPM)

25. This diagram shows how Task A took longer than expected, which
affected when Tasks C & F could start and added 1.5 weeks to the
original schedule.
Start Finish
A
B
D
C
F
E
wk1 wk2 wk3 wk4 wk5 wk6 wk7
A
B
C
D
E
F
Tools: Critical Path Method (CPM)

26. • Organizational Project Management Maturity Model
(OPM3®) helps organizations understand their project
management processes, ensures that their projects are tied to
the organization's larger strategy, and measures and guides
their capabilities for improvement.
Organizational Project Management
Maturity Model

27. OPM3 Elements

28. Best Practices: What the Winners Do*
• Recent research findings show that companies that excel in
project delivery capability:
– Build an integrated project management toolbox (use
standard/advanced PM tools, lots of templates)
– Grow competent project leaders, emphasizing business and
soft skills
– Develop streamlined, consistent project delivery processes
– Install a sound but comprehensive set of project
performance metrics
*Milosevic, Dragan, Portland State University, “Delivering Projects:
What the Winners Do,” PMI Conference Proceedings, November2001

29. Findings From 5-Year Study on Quantifying
the Value of PM*
1. Companies with more mature project management practices
have better project performance (on time and budget vs. 40%
over time and 20% over cost targets)
2. Project management maturity is strongly correlated with more
predictable project schedule and cost performance (i.e. .08
schedule performance index variation vs. .16)
3. Good project management companies have lower direct costs
than poor project management companies (6-7% vs. 11-20%)
*Ibbs, William and Justin Reginato, Quantifying the Value of Project
Management (2002)

30. PM ROI Example*
• Company initially has PMM of 2.3, CPI of .71, profit margin of 5% ,
$10 M projected annual revenues
• Company improves PMM to 3.1, CPI to .94, profit margin to 6.6%at
a cost of $400,000
• PM ROI = (6.6%-5.0%)X$10,000,000 = 40%
$400,000
*Ibbs, William, “Managing Chaotic Projects: Improving your PM/ROI”
http://www.ce.berkeley.edu/pmroi/PMROI%20PMI%20Presentation%20Feb2001.pdf

31. XP 1996
& others
Lean
(Kanban)
Software
2002
Scrum 1996Agile
DSDM 1994 Alliance
formed
2000
Scrum/XP
transition
strengthe
ns
IT industry
becomes
Agile, then
business
Scrum
gains
worldwide
prominenc
e
Trends in Agile Project Management

32. Communities of Practice (COP)
Agile
Global Diversity
Organizational Project Management
Service and Outsourcing
Earned Value Management
Financial Services Industry
Human Resource Project Management
International Development
PMI Legal Project Management
Project Management Quality
Ethics in Project Management
Leadership in PM
Project Risk Management
Troubled Projects
E-Business
Global Sustainability
Information Systems
New Practitioners
Program Management Office
PM Marketing and Sales
Scheduling Innovation and New Product Development
Learning Education and Development (LEAD)

33. PMI Certifications
• CAPM
• PMP
• PgMP
• PMI-ACP
• RMP
• SMP

34. Certified Associate in Project Management (CAPM)
• For a person holding a minimum of a high school diploma, associate's
degree or the global equivalent AND
• Work Experience : Minimum of 1500 hours of team project
management experience OR
• Formal Education : Minimum 23 contact hours of project management
education.
• Fees:
• PMI member $225
• Nonmember $300
• Validity: 5 years
• 135 questions, 3 hours

35. Globally Recognized Standards

36. Contact Information
• Web site: www.pmipunechapter.org
• Yahoo Group membership: 8500+ Join us at
http://finance.groups.yahoo.com/group/pmi-pune-chapter
• PMP / CAPM Discussion Forum
http://finance.groups.yahoo.com/group/PMI_Pune_Exam_Forum/
• Seminar abstract to : programs@pmipunechapter.org
• Newsletter Articles / Advt. to: publications@pmipunechapter.org
• For PMP Workshop send mail to development@pmipunechapter.org
 +91 9922909060

37. Thank You
www.pmi.org
www.pmi.org.in

38. ASSIGNMENT
• Plan a project for transportation of
Single piece ODC from Mundhra
port to BHUJ.
• EOD is 16th April to dhirren.