05-02-2013

Project Management

Parag S. Mahajan, PMP, CSM, PMI-ACP

Program Manager
4-Feb-13

paragmahajan.pmp@gmail.com
Cell - 9673995721
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project
What is a project?
temporary endeavor undertaken to
create a unique product or service or
end result
- has a definite beginning and end

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

The Goal !

Meet People
Expectations

Teamwork

Success

Failure

Results

Meet Project Expectations

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Why are projects undertaken?

Market Demand
Business Need
Customer Request
Technical Advance
Legal Requirements
Social Needs
Whatever be the motive, for organization to succeed
PROJECT Success is essential.

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Project Management
"The application of knowledge, skills, tools and
techniques to project activities in order to meet or
exceed stakeholder needs and expectations from
a project.

Knowledge
Skills
Tools
Technique

: Functional, managerial...
: Communication, Leadership
: MS Project, SharePoint
:PERT, CPM, RCA

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project Management (Unofficial)

Definition
Project Management is about
Organization
Decision making
Changing peoples behavior
Creating an Conducive Environment
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Stakeholders? Interactions?
End
User

Client
Clients Top
Management

Client
Site PM
Project
Sponsor
Projects
Director

Technical &
Engg.Group

Project
Manager

PMO
Top
Management
Portfolio/
Program
Manager

Team
Members/
Resources

Vendors

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Portfolio-Program-Projects

Goal

Objective

Initiative

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05-02-2013

Portfolio Life Cycle Management

Contributed by Shawn Maynard. 2005

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project Life Cycle

Project Life Cycle defines:
Technical work performed in each phase
Who is involved in each phase

Common Characteristics of Project Life Cycles:

Cost and Staffing levels are low at start and move
higher towards the end
Probability of successfully completing project is low at
beginning, higher towards the end as project
continues
Stakeholder influence is high at the beginning and
progressively lowers as project continues

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Why do we need Phases?

Predictability & Visibility!
What does PLC define?
What technical work to do in each phase
When the deliverable is to be generated in each
phase
How each deliverable is reviewed, verified, and
validated
Who is involved in each phase
How to control and approve each phase

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

PMI FrameworkKnowledge
Areas

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Process Groups
Initiating
Processes

Planning
Processes

Controlling
Processes

Executing
Processes
Closing
Processes

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project Managers Role

Leadership
Organization
Communication
Finance
Technical savvy
Team building
Praising
Punishing

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Change in Projects

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project Scope Management

Ensures that the project includes ALL the work
and ONLY the work required to complete the
project
Plays a key role in addressing
What is included
What needs to be excluded
Understanding of Product scope and Project scope

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

Work Breakdown Structure

"A deliverable oriented grouping of project elements which

organizes and defines the total scope of the project.

Each descending level represents an increasingly detailed

definition of a project component.

Project components may be products or services.

Decomposition: Decomposition is the subdivision of project

deliverables into smaller, more manageable components until the
deliverables are defined to the work package level. The work
package level is the point at which cost and schedule can be
reliably estimated, and will support managing activities throughout
the project life cycle

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Purpose of WBS
To define:
Solution strategy/ general approach/ Implementation tactics

To support more accurate estimates of project duration and

cost than can be made at the project level
To provide a basis for estimating project resources:

Departmental or subcontractor support

Vendors and their products
Services
Any other identifiable resource

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

05-02-2013

WBS sample
Trip to
Ranthambore
National Park

Arrange Travel

Schedule Flights to
Destination

Get Equipment

Contact BW
Outfitter

Prepare Budget

Plan for
Emergencies

Plan Activities

Bring cooking gear

Assign Budget
Person

Obtain
emerg. #s

Bring Cards

Freeze dry food

Get deposits

Arrange
contact at Park

Bring
Joke book

Prepare 7
breakfasts

Retain Receipts

Bring
emerg. flares

Bring Housie..

Bring
Sleeping Bags

Prepare 7
lunches

Pay for supplies

Bring two
first aid kits

Bring
Trekking Gear

Prepare 6
dinners

Close-out trip

Rent Car

Rent Vehicle in
park

Arrange Hotel

Rent Tents

Schedule return
flights

Plan Meals

Bring lights,
waterproof
watches

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Project Time Management

Ensures timely completion of project

Plays important role in

Extended WBS analysis
Dependency analysis
Resource loading
What if analysis
Developing easy to track schedule and tracking it regularly raising
alarms as necessary

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

Project Time Management

Mandatory Dependency / Hard Logic
Discretionary Dependency / Soft Logic
External Dependency
Ways to represent dependencies
Start to Finish
Finish to Start
Start to Start
Finish to Finish
Applying Leads and lags
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Critical Path

In a project network diagram, the series of activities which determines

the earliest completion of the project is the critical path .

Also Defined as
The critical path is the longest path to complete a project and it
has no Float.
Critical Path is that path where any delay will delay the project
completion time.
The critical path will generally change from time to time as activities
are completed ahead of or behind schedule.
Critical Activity:
Any activity on a critical path is a critical activity.
Float:The amount of time that an activity may be delayed from its
early
start without delaying the project finish date.

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

PDM and ADM

Refer to page 131 in PMBOK 3rd Edition

Refer to page 132 in PMBOK 3rd Edition

PDM Precedence Diagramming Method

ADM Arrow Diagramming Method

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Forward Pass Calculations

3

DU =
2

ES

Paint Trim

DU =
2
Prep

DU =
3

DU

EF

Task
LS

Float

DU = 2

LF

10

Clean-up

Paint Ceiling

DU =
4

Paint Walls

DU = 2

Paint Walls (2nd

Coat)

ES: Early Start, LS: Late Start, EF: Early Finish, LF: Late Finish, DU: Duration

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

Backward Pass Calculations

ES

DU

LS

Float

EF

Task
3

DU =
2

LF

Paint Trim

DU =
2

F=0

F=4

DU =
3

F=3

DU =
4

Prep

Paint Ceiling

F=0

DU = 2
Paint Walls
Coat)

1
0

Clean-up
9

Paint Walls
3

DU =
2

F=0

F=0

1
0

8
(2nd
8

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Quality : Product & Project

Product
Reliability
Performance
Testability
Maintainability
Trustworthiness

Project
Predictability
Visibility
Clarity
Maturity
Flexibility
Collaboration and Cohesion
Ownership and Passion

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

Identify Stakeholders
How ?
- Interviews
- Expert Judgment

What ?
- Project Charter
- Procurement Doc
- OPA
- EEF

Power Interest Grid

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Cost Of Quality Definitions

Cost of quality(COQ) is the total cost of all efforts to achieve product or service quality

All work to build product/service

work resulting from nonconformance to the requirements

In short COQ = COQ planning + assurance + control
OR
Cost of Quality = Cost of conformance + Cost of nonconformance

Conformance
Planning
Training and Indoctrination
Process Control
Process Validation
Test and Evaluation
Inspection and Field Testing

Non-Conformance (COPQ)*
Rework Repair Scrap
Expediting
Additional material & inventory
Warranty Repairs and Service
Complaint Handling
Liability Judgments
Product Recalls
Product corrective actions
*(COPQ: Cost of poor quality)

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

Risk Responses Strategies

Transfer: Risk transference is seeking to shift the negative impact of a threat to a third
party together with ownership of the response. Transferring the risk simply gives another
party responsibility for its management; it does not eliminate it.
Mitigate: Mitigation seeks to reduce the probability and impacts of an adverse risk event to
an acceptable threshold.
Exploit:. This strategy may be selected for risks with positive impacts where the
organization wishes to ensure that the opportunity is realized. The aim of this strategy is
to eliminate the uncertainty associated with a particular upside risk by making the
opportunity definitely happen.
Share: Sharing a positive risk involves allocating ownership to a third party who is best able
to capture the opportunity for the benefit of the project. (joint ventures)
Enhance: This strategy aims to modify the size of an opportunity by increasing probability
and positive impacts, and by identifying and maximizing key drivers of these positiveimpact risks.
Avoid: Risk avoidance is changing the project plan to eliminate the threat posed by an
adverse risk, to isolate the project objectives from its impact or to relax the objective that
is in jeopardy such as by getting more time or reducing scope.
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Process Groups

Initiating
Planning
Executing
Monitoring & Controlling
Closing

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

Initiating - Purpose
To commit the organization to a project or phase (resources,
priority, focus of top mgmt, accountability of support group)
To set the overall solution direction
To define top-level project objectives (what are we delivering
and what the organization is seeking out of it returns,
growth, reputation, relations, knowledge base?)
To secure the necessary approvals and resources
Validate alignment with strategic objectives (is this our cup of
tea? Is this contributing to our mission?)
To assign a project manager

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Planning - Purpose
To develop a project plan that:
Facilities later accomplishment
Ensures project wide integration
Monitors change effectively
Provides decision support information to
stakeholders
Can be updated by iterative planning activities

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05-02-2013

Planning Parts
There are three sub-deliverables involved in
ANY planning activity. Let it be Time planning,
Cost planning, or planning on any other
knowledge areas.
Guideline: It is a process explaining how to plan and
how to control
Baseline: It is accepted scenario by the stakeholders
against which project performance will be measured
Thresholds: It is the tolerance set on the variations
from the baselines

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Executing - Purpose
To coordinate, integrate, and manage all resources
Why?
in order to achieve the project objectives
How?
by carrying out the letter and intent of the project plan
While
responding to change and mitigating risks

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17

05-02-2013

Controlling - Purpose
Monitor the project execution so that
variances can be identified
Take corrective actions as may be
necessary
Influence the factors that cause the
change(s)
Provide the project team insight into the
health of the project or a phase
Provide feedback to the previous phases
Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

Closing - Purpose
Formalizing acceptance of the project and
bringing it to an orderly end by:
Closing the contract
Achieving administrative closure

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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05-02-2013

None of us is as smart as
ALL OF US

Parag Mahajan, PMP. Not to be distributed, reproduced without written permission.

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