I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager. I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.

1. An introduction to
Project Management
Krishna Kant, PMP®
1

2. Agenda
• What is Project, Program and Portfolio management?
• What is PMI and the PMP?
• Why PMI project management principles are useful to know?
• A few basic PMI definitions and
• Project Management terms such as:
• Project Charter, Triple constraint, Project management plan, WBS,
EVM, Gold Platting, Responsibility Assignment Matrix, Conflict
management, Risk probability and impact matrix, Contract type and
stakeholder power Vs Interest Grid.
• Five process groups: Initiation, Planning, Executing, Monitoring and
Controlling, and Closing
• Ten Knowledge Areas: Integration, Scope, Time, Cost, Quality, Risk,
Human Resource Management, Communication, Procurement and
Stakeholders
• Code of Ethics and Professional Conduct.
2

3. Facts and Figures:
• Organizations waste $109 million for every $1 billion
spent on projects.
- PMI’s Pulse of the Profession® report
• Overall half of all projects fails and only 2.5% of corporations
consistently meet their targets for scope, time, and cost goals
for all types of project.
- A PricewaterhouseCoopers (PWC) study report
3

4. Common Causes of Project Failure
• Unclear objectives
• Misunderstood requirements
• Poor people management
• Lack of effective communication processes
• Poor risk identification and management
• Inadequate funding
• Over optimistic schedules/budgets
• Original assumptions invalid
• Inconsistent standards
• Lack of effective project integration
Over all effect – Poor Project Management 4

5. Facts and Figures
BAA Airports Ltd. completed a
refurbishment of Terminal 1 at
Heathrow Airport,
• The busiest airport in the
world.
• The project was completed
on time and within budget.
• All while constantly keeping
the terminal open to the 20
million annual travellers.
5
BAA Airports Ltd. changes the face of the
world’s busiest airport through project
management
An example of a successful project

6. Facts and Figures
6
Terminal 5 of Heathrow Airport on the Opening day
Example of an Un- successful project

7. Facts and Figures:
• Samsung Engineering Co., Ltd. uses PMBOK® Guide to
implement integration methods in construction project.
• Project management brings reliable power and growth to a
remote region of Venezuela.
• NASA’s Autonomous Rotorcraft Project leads to innovation in
aviation.
• China Telecom Corporation uses PMI standards to develop
communications network for Nanshan District.
• In 2013, The People's Republic of China and the Hong Kong
Special Administrative Region (HKSAR) Government
completed work on the world's longest natural gas pipeline.
9000 km. 7
Source: www.pmi.org

8. Facts and Figures:
- In India, major infrastructure
projects are often stalled
because of:
- lack of funds,
- political interference,
- lack of professionalism and
accountability,
- property disputes,
- corruption, etc.
- Even before the commencement
of the project, the Delhi Metro
Rail Corporation (DMRC)
attempted to put in place
effective systems to ensure the
smooth progress of the project.
DMRC project at each
phases completed
successfully - on time
within budget with
complete scope. 8

9. 9

10. What is PMI and PMP
10

11. Growth in PMP Certification, 1993-2015
11

12. 12

13. Why is Project management principles
useful to know ?
13

14. What is a Project ?
• It's a temporary endeavour undertaken to create a unique
product, service or result.
Characterised by :
1. Temporariness (Definite beginning and an end)
2. Uniqueness – of product, service or result
3. Progressive elaboration .
14

15. What is Project Management
• The application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
• It has always been practiced informally, but began to emerge
as a distinct profession in the mid-20th century.
15

16. Program and Portfolio Management
• Portfolio Management–
Managing projects or
programs together to meet
strategic business
objectives
• Program Management–
Managing group of related
projects in a coordinated
way to obtain benefits and
controls not available from
managing them together.
16

17. How are “projects” different from “operations”?
17

18. Projects Vs. Operations
18

19. Why Do We Need Project Management?
• Exponential expansion of human knowledge
• Global demand for goods and services
• Global competition
• Above requires the use of teams versus individuals
Because projects requires:
• High degree of coordination of Time, Resource and Money.
• Good coordination needs good planning
• If not planned
1. Things will go in wrong order
2. Conflict and crisis arise
3. Consume more Resource, Time and Money.
Project management removes or minimizes these weaknesses. 19
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.

20. AdvantagesofUsingFormalProjectManagement
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs and Improved productivity
Higher quality and increased reliability
Higher profit margins
Better internal coordination and Higher worker morale 20

21. What is the Role of Project Manager ?
21

22. Role of Project Manager
Responsible for achieving the project’s objective through his Competencies.
22
Project Manager
Personal
Skills
Performance
Knowledge

23. Knowledge and Skills of Project Manager
Knowledge
Personal
Skills
23Leadership, Motivation, Communication, Decision making,
Negotiation, Influencing, Coaching, Trust building, Conflict
management, Political and cultural awareness
5 Process Groups and
10 Knowledge Areas

24. Factors influencing projects
Organizational
Culture
Organizational
Process Assets
Enterprise
Environmental
Factors
•Shared Values, Norms, Beliefs
•Plans, processes, Policies
•Corporate knowledge base,
etc.
•Culture, Structure, processes.
•Market condition
•Political climate
•Govt. or industry standards,
etc.
24

25. 25

26. Process Groups and Knowledge Areas:
26

27. Project management process group
27

28. ApplyingProjectManagementProcessGroups
28

29. Project Management Process Group
29

30. Knowledge Areas
30

31. Knowledge Areas and Process Groups
31

32. Initiating Process Group
32

33. Project Initiation
33
Identify Stake-HoldersDevelop Project Charter

34. Project Planning
• Adequate planning leads to the correct completion
of work
34

35. Project Planning
• Inadequate planning leads to frustration towards the end of the
project & poor project performance
Project Start Project End
35

36. Project Management Plan
36

37. Scope Management - Process Activities
37

38. Work Breakdown Structure (WBS)
38
• WBS is the decomposition of the work to be performed. The output is
called the scope baseline.
• Scope baseline = WBS statement + WBS + WBS Dictionary
Example:

39. Time Management – Process Activities
39

40. Time (Schedule Management Terms)
40

41. Cost Management – Process Activities
41

42. Earned Value Management (EVM)
42

43. Project Quality Management
• What is quality ?
Quality is the degree to which a set of inherent characteristics fulfil
requirements.
• What is Grade ?
Degree or steps in a scale.
• What is Accuracy ?
The degree of conformity of a measured or calculated quantity to its
actual (true value).
• What is Precision ?
The degree to which further measurements or calculations show the
same or similar results. 43

44. Quality Management – Process Activities
44

45. Quality Management Philosophies and
Principles
45

46. Quality management tools and terms
46

47. Triple Constraints
47

48. HRM – Process Activities
48

49. Roles and Responsibilities
49

50. Project Life Cycle – Team Building and
Leadership Styles
50

51. Conflict Management
51

52. Communication Management –
Process Activities
52

53. Communication Management
53

54. Cross-Cultural communication
An Example of Different Meanings of the Same Gesture
54

55. Cross-Cultural communication
55

56. Communication Management
56

57. Project Communication Management
57

58. Risk Management – Process Activities
58

59. Risk Probability and Impact Matrix
59

60. Risk Management - Terms
60

61. ProcurementManagement– ProcessActivities
61

62. Contract Types
62

63. Procurement Terms
63

64. Stakeholder Management – Process Activities
64

65. Stakeholder Management
65

66. How to manage Stakeholder’s Effectively ?
66

67. How to manage Stakeholder’s Effectively ?
Network and Share Listen carefully
Respect
67
Effective Conflict Resolution

68. Stakeholder Power Vs Interest Grid
68

69. Integration Management – Process Activities
69

70. PMI Code of Ethics and Professional Conduct
70

71. A few basic PMI definitions
71

72. Quick Re-Cap
• What is Project, Program and Portfolio management?
• What is PMI and the PMP?
• Why PMI project management principles are useful to know?
• A few basic PMI definitions and
• Project Management terms such as:
• Project Charter, Triple constraint, Project management plan, WBS,
EVM, Gold Platting, Responsibility Assignment Matrix, Conflict
management, Risk probability and impact matrix, Contract type and
stakeholder power Vs Interest Grid.
• Five process groups: Initiation, Planning, Executing, Monitoring and
Controlling, and Closing
• Ten Knowledge Areas: Integration, Scope, Time, Cost, Quality, Risk,
Human Resource Management, Communication, Procurement and
Stakeholders
• Code of Ethics and Professional Conduct.
72

73. You cannot become a good project manager unless you become
a good people manager !
Project Management is an ART !
An Art of managing Activity, Responsibility and Timelines !!
By :-
Krishna Kant, B.Pharma, PGMP and PMP®
73

74. 74