2. Your company is to build a single span
bridge using Lego bricks. The span of the
bridge is 90 cm and the centre point must
be at least 10 cm higher than the base
 Bridge must be self-standing and stable
enough to be measured
 Time is of the essence to the client and to
your company

2

3. 3

4. 




Strong opinions
Each is partly right
All were wrong
Not one of them saw the elephant
The moral of the story from a project
management perspective…
› Many experience or read about an aspect or
element of project management and think they
know it ALL
› Accidental Project Managers are out there in
great numbers
4

5. 




Constant
communication across
organizational
boundaries
Many people
involved, across
several functional
areas
Sequenced events
Goal oriented
Has an end product or
service
Multiple priorities
 Complex and
numerous activities
 Unique, one-time set
of events
 Deadlines
 Start and end dates
 Identifiable
stakeholders
 Limited resources and
budget

5

6. 
A task or set of work assignments may be
done by one or more persons using a simple
“to do” list

A task become a project when the
characteristics of a project begin to
dominate and overwhelm individuals
› Unable to meet deadlines, budgets and
corporate expectations
6

7. 
Project management is a method
and/or set of techniques based on the
accepted principles of management
used for planning, estimating and
controlling work activities to reach a
desired result on time, within budget,
and according to the project
specifications
7

8. Tools/techniques
 Processes and methodology
 More than time, cost and scope
 Hard and soft skills
 A discipline evolving towards a
profession

8

9. 
Hard and soft skills
› Technical aspects of project management
› Interpersonal skills
 Influence
 Politicking
 Negotiation
9

10.  Projects
and project
management are about people
and teamwork
› Who does what?
› Who takes what risk?
› Who else is involved or
interested/affected?
10

11. 
Lack of a common understanding on the
question “What is project
management???”
› Managing stakeholders, expectations,
teams, projects, uncertainty
› Measuring project management results
› Methodology issues
11

12. Improve project/program/firm
performance as measured by efficiency,
effectiveness
 Competitive advantage through
competency
 Be more “Successful”

12

13. Proactive vs. reactive
 Root out ill-conceived, directionless
projects
 Increase visibility by providing roadmaps

13

14. Project
National
Non Industrial
International
Industrial
Non Conventional High Tech Conventional Low Tech
Mega Major Medium Mini
Grass Root Expansion Modification
Normal Crash Disaster

16. DEFINE
PLAN
ORGANIZE
CONTROL
State the
Problem
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Estimate
time and
cost
Sequence
Project
Activities
Recruit
Project
Manger
Recruit
Project Team
Establish
Control Tools
Install
Deliverables
Determine
Preliminary
Resources
Identify
Critical
Activities
Organize
Project Team
Review
Project
Schedule
Issue Final
Report
Identify
Assumptions
and Risks
Write
Project
Proposal
Assign Work
Packages
Issue Change
Orders
Conduct PostImplementation
Audit
Identify
Project
Goals
List the
Objectives
Project overview
WBS
Project network
Critical Path
Recruit Criteria
Define Work packages
Assign Work Packages
Prepare
Status Reports
CLOSE
Document the
Project
Variance Reports
Final Report
Status Reports
Audit Reports
Staff Allocation Reports
16

17. State the problem
 Develop project goal
 Develop project objectives
 Identify assumptions and risks
 Identify stakeholders
 Criteria for project success
 Project Charter/overview document

17

18. 
Specific questions must be asked before a
project begins:
› What is the problem and what are the
opportunities?
› Do we really need the project?

If these questions can not be answered,
then:
› Pick the wrong project
› The project will probably not succeed
18

19. 
Document the need and the benefits to the
organization for undertaking the project
› Short, crisp and to the point
› Descriptor for those who although not directly
involved on the project team are indirectly
involved in supporting the project
› A need that must be addressed
 New product, service, process, facility, or system
 It may involve opening a new market
19

20. 
A statement of purpose and direction
helps to direct the course of the project
effort
› Initiates the project
› Serves as a point of reference for settling
disputes and misunderstandings
› Clarifies expectations
› Helps in justifying requests for resources
20

21. Action oriented
 Short and simple
 Understandable

› Prepare and launch the International Space
Station on April 21, 2000, from Cape Canaveral,
Florida
› Connect France and England via a covered
tunnel and railway under the English Channel,
facility to be opened to traffic no later than
September, 1996
21

22. 
Design and complete pilot testing by
March 2002, a product accounting
software package that performs basic
financial analyses for the company

Obtain a ISO Certification by spring, 2004
22

23. 
Objectives represent major components
or milestones
› Objectives are sub-goals
Roadmap to aid decision makers
understand the purpose of the project
 Basis for determining project time line
and resource requirements
 To achieve the goal all objectives must
be realized

23

24. Project expectations:
 Project on time
 Within budget
 According to specifications
 Happy client
24

25. 




Each objective will have its own risks and
assumptions
Helps think through the project process and
issues associated with execution
Identifies resource needs and issues
involving resource availability
Identifies potential delays and the impact
of these delays
Potential cost overruns can be predicted
and resolved
25

26. Risk
Probability
Impact
Owner
Response
Plan
Monitoring
Schedule
26

27. 
Individual or organisations actively involved
in the project or directly or indirectly
affected by its execution or results
› Roles must be identified at the start of the
project
› Needs and expectations must be
communicated and influenced in a positive and
constructive manner so that the project will be
success for all
27

28. 





Owner, Contractor, Consultant (in-house
and outside)
Sub-consultants, Subcontractors
Suppliers (Vendors)
Trade unions
End users
Operators
28

29. 
Factors within a Project Manager‟s sphere
of responsibility, but which he or she has no
formal control or authority over:
›
›
›
›
›
›
›
Corporate interests
Operating priorities
Financial interests
Government interests and actions
Public interests
Economic conditions
Social priorities
29

30. 
Factors within a Project Manager‟s sphere
of responsibility, but which he or she has no
formal control or authority over:
›
›
›
›
›
›
›
Corporate interests
Operating priorities
Financial interests
Government interests and actions
Public interests
Economic conditions
Social priorities
30

31. 
How to find them?
› Ask who will decide on the success of your
project

How to involve them?
› Ask for (appropriate) advice
› Get their buy-in to project plans
31

32. 
How to work with them?
› Active listening
› Understand their interests and needs
› Keep everyone informed

How to keep them on side?
› Respond to concerns
› Manage expectations and make
adjustments
32

33. Defining and maintaining the integrity of a project
Development of Project execution plan
Organization for execution of plan
Setting targets and development of systems and
procedures for accomplishment of project objectives
 Negotiation for commitments
 Direction, coordination and control of project activities
 Contract Management
 Non-human resource management including finance.
 Projecting and problem solving
 Man management
 Satisfaction of customer, Government and public.
 Achievement of project objectives, cash surplus and
higher productivity.





34. 
Project Selection:
› Cost Benefit Analysis and
› Risk and Sensitivity Analysis

Project Execution Planning Techniques:
› Work Breakdown Structure (WBS)
› Project Execution Plan (PEP)
› Project Responsibility Matrix
› Project Management Manual

35. 
Project Scheduling and Coordinating
techniques:
› Bar Charts
› Life Cycle Curves
› Line of Balance (LOB)and
› Network Techniques

Project progress Monitoring Techniques:
› Progress Measurement techniques
› Performance Monitoring techniques
› Updating, reviewing and reporting
techniques

36. 
Project Cost and Productivity Control
Techniques:
› Productivity Budgeting technique
› Value Engineering
› Cost Control / WBS

Project Communication and Cleanup
Technique:
› Control Room and
› Computerized information System

37. Conception Phase
2. Definition Phase
3. Planning and Organizing Phase
4. Implementation Phase
5. Project Clean-up Phase
1.

38. 
Project Idea Generation:
› Non-Utilization of Available Funds
› Unutilized Plant Capacity
› Unutilized Expertise
› Unfulfilled Aspirations
› Other Sources of Scouting for Project Ideas

An All important phase that give shape
to a project

40. 











Raw Materials
Plant Size and Capacity
Location and Size
Technology / Process Selection
Project Layout
Plant and machinery
Electrical and Instrumentation Work
Civil Engineering /Construction
Utilities – Fuel, Power, and Water
Manpower and Organizational Pattern
Financial Analysis.
Implementation Schedule

41. This Phase involves the Preparation of documents such
as „Project Execution Plan’ That Includes:
Project Infrastructure and enabling services
System Design and Basic Engineering
Organization and Manpower
Schedules and Budgets
Licensing and Government Clearances
Finance
Systems and Procedures
Identification of Project Manger
Design Basis, general conditions for purchase and
contracts
10. Site preparation and Investigations
11. Construction Resource and material
12. Work Packaging
1.
2.
3.
4.
5.
6.
7.
8.
9.

42. 




This Phase is of a hectic activity for a project
Involves lots of Coordination of different
agencies
Requires constant Monitoring and follow-up
for both quantity as well as quality.
Needs tactful and high pressure
management
This phase includes Detailed Engineering,
Ordering, Delivery, Construction and
Erection, Start-up.

43. 




This marks the winding up of the project
Drawings, documents, files, Operation and
maintenance manuals are catalogued and
handed over to customer.
Acceptance Test / Test or Trial runs /
Certification and Handing over the facility
to Operations people.
Re-deployment of the Project Work Force .
Closing of the Accounts by preparation of
the final bill and payment of amounts due.