1. Project Management
Fundamentals
Shirin Khodabandehloo

2. Topics
 Introduction
 Why Project Management?
 Why Project Management is of Value to You?
 Definition of ProjectManagement
 Recommendations for ImplementingProject
Management

3. Introduction
 Why? Improved execution of company initiatives.
 When?For major investments, critical customerexperiences,
etc.
 What? Project management is used to create a plan of
change.
 Who?Executives understand concepts. Staff develop and
implement project management.
 Where? Review by project team participants.
 How? Planning tools and techniques (i.e. Gantt chart, project
plan, etc.)

4. Why Project Management?
 Projects dominate the workplace.
 Advertising campaigns
 ITsystemreplacements
 Product launches
 Construction of schools, offices, highways, etc.
 New automobile or cellular mobile design
 Website launches
 Departmental restructuring
 Political campaigns, etc.
 To meet customerneeds.
 To execute on initiatives successfully, on time and within budget.
 Manage limited resources acrossconcurrent projects.
 To remain competitive.

5. Risk of No ProjectManagement
 Missed customerengagement and satisfaction
opportunities
 Missed employee engagement opportunities, which
DRIVEScustomersatisfaction
 Missed Revenueopportunities
 Quality improvement processes
 Efficiency
 Competitive advantage
“Failing to plan is planning to fail.”

6. What Other Organizations Are Saying
“Sixty percent of senior executives said that building a strong project
management discipline isa top-three priority for their companies as they look to
the future.”
–McKinsey & Co.2010
“Eighty percent of global executives believed having project
management as a core competency helped them remain
competitive during therecession.”
-Economist Intelligence 2009
“Drastically reduced project length, improved on-time project delivery
within similar budgetrestraints, bolstered customer
relationships.”
-Intel
Source: PMI White Paper, “The Value of Project Management”
“Tying project results across the portfolio of key business objectives drives the
value of project management for the executive team.”
-Patricio Romero, PMO atDirecTV

7. Why PM Is of Value to Companies
BenefitsEngagement &
Accountability
Project Visibility
Financial & Time
Savings
Competitive
Advantage
Strategic
Support
Prioritization &
Increased
Project Success
Communication
Risk
Management

8. Definition of ProjectManagement
Source: PMBOK Guide, 5thEdition
What isa Project?
“A temporaryendeavor undertaken
to create a unique product, service,
or result. The outcomeof the project
may be tangible or intangible.”
Product Service Result

9. Examples of Projects
 Developing a new product or service
 Building a new structure or facility
 Implementing a new business procedure or process
 Effecting a change in structure, staffing, or style of an
organization
Source: PMBOK Guide, 5thEdition

10. Project Constraints
Constraints
Scope
Schedule
Budget
Resources
Risks
Quality
A change inone of theconstraint variables will have an
effect on one or more of the other variable(s).

11. Winning at ProjectsMeans…
On time.
Within budget.
Accomplishes what it is supposed to.
Meets or exceeds customer
expectations.

12. Definition of ProjectManagement
Initiating Planning Executing
Monitoring
and
Controlling
Closing
Project Management
“The application ofknowledge,
skills, tools, and techniques to
project activities to meet the
project requirements.
FiveProcess Groups
Source: PMBOK Guide, 5thEdition

13. Key Deliverables by ProjectPhase
Initiating
Project Request
Scope/Project
Definition
ProjectCharter
Planning
WBS
Gantt Chart
Resource
Assignments
Schedule &
Budget Baselines
RiskRegister
ProjectPlan
Executing
& Control
Kickoff Meeting &
Execution
Status Reporting
Project Reviews
Team Meetings
Meeting Minutes
Change Requests
Quality Control
Update Project
Plan(as needed)
Closure
Lessons Learned
Meeting
Closing Report
Archive Project
Binder
Communications
Stakeholder Management
Risk& IssueManagement

14. Work Breakdown Structure

15. Gantt Chart
Source: http://teamgantt.com/blog/2012/05/09/gantt-chart-example/
Dependency
GroupBar
Milestone
TaskBars

16. Planning Tools for Success
 Scope/Project
Definition
 Project Charter
 Work Breakdown
Structure
(WBS)
 Gantt Chart
 Project Plan
 Communication Plan
 Risk Register
 Status Reports
 Signed Contracts
 Change
Management
Process (scope
control)
 Project Binder
 Checklists

17. Building PM Capabilities
1. Define the ROI
2. Define success
3. Manage what’smeasured
4. Use metrics to align projects with strategy
5. Get everyone on board and hold team accountable
6. Secure buy-in
Source: PMI White Paper, “The Value of Project Management”

18. Appendix

19. Project Management Phases

20. Knowledge Areas ofPM
 Scope Management
 Cost Management
 Quality Management
 Time Management
 Risk Management
 Communications
Management
 Human Resource
Management
 Procurement
Management

21. Managing a Project
 Identify the requirements;
 Address the various needs, concerns, and expectations of
the stakeholders in planning and executing the project;
 Setting up, maintaining, and carrying out communications
among stakeholders that are active, effective, and
collaborative in nature;
 Managing stakeholders towards meetingproject
requirements andcreating project deliverables;
 Balance the competing project constraints.
Source: PMBOK Guide, 5thEdition

22. Management of Projects
Source: PMBOK Guide, 5thEdition
PMO
Portfolio
Program
Project

23. Key Terms –The People
• A person or group who provides the resources and support for the
project and is accountable for enabling success.
• Provides policy definition to the project team.
• The person assigned by the performing organization to lead the
team that is responsible for achieving the project objectives.
• An individual, group, or organization who may affect, be affected
by, or perceive itself to be affected by a decision, activity, or
outcome of theproject.

24. Key Terms –The Project
• The sum of the products, services, and results to
be provided as a project.
• The work performed to deliver a product, service,
or result with the specified features and functions.
• The uncontrolled expansion to project scope
withoutadjustmentsto time, cost, and resources.

25. Key Terms –Planning Tools
• A grouping of all the work involved in a project that
defines the total scope of the project. Provides the basis
for planning and managing project schedules, costs,
and changes.
• An overviewplan which defines and authorizes the
project, and acts a “sales” document by indicating the
expected ROIand/orbenefit(s).
• A detailed roadmap describing how the project will be
executed.

26. Key Terms –Planning Tools
• Timeline, diagram, or chart that identifies all
the activities necessary to carry out the
project.
• Identifies critical path activities and all
interdependencies.
• Establishes due dates and task owners.
• Process of conducting risk management
planning, identification, analysis,response
planning, and controlling risk on a project.